Personality Test for Hiring: Complete Guide for Employers
Using personality tests for hiring can reduce turnover, improve team dynamics, and help you place the right people in the right roles. But only if you do it right.
Why Use Personality Tests in Hiring?
The problem: Resumes and interviews reveal skills and experience, but they don't predict how someone will actually perform in your specific work environment.
Technical skills get people in the door. Personality fit determines whether they stay, thrive, and contribute beyond their job description.
The solution: Well-designed personality assessments reveal work style, communication preferences, and cultural fit—factors that determine long-term success more than technical skills alone.
Organizations using personality assessments strategically report:
- 30-50% reduction in first-year turnover
- Improved team cohesion and collaboration
- Better role-person fit leading to higher productivity
- More objective hiring decisions reducing bias
But personality tests are tools, not magic. They work when used correctly alongside—not instead of—interviews, references, and skills assessments.
The Business Case for Personality Testing
Cost of Bad Hires
Replacing an employee costs 50-200% of their annual salary when you factor in:
- Recruiting and interview time
- Training and onboarding
- Lost productivity during vacancy
- Team disruption and morale impact
- Client relationship damage
Personality assessments that improve hiring accuracy by even 10-20% deliver massive ROI.
Predictive Validity for Job Performance
Research shows personality traits predict job performance better than:
- Years of experience (correlation: .18)
- Unstructured interviews (correlation: .20)
- References (correlation: .26)
Structured personality assessments combined with cognitive ability tests achieve predictive validity of .50-.65—far better than most traditional hiring methods.
Objective Data in Subjective Decisions
Hiring is prone to bias—affinity bias, halo effect, recency bias. Personality assessments provide standardized data that helps hiring managers make more objective comparisons across candidates.
Which Personality Tests Work for Hiring?
Not all assessments are created equal. Some have decades of validation research. Others are pop psychology with no predictive validity.
Effective Options:
1. Big Five (OCEAN) - The Gold Standard
The Big Five measures five core dimensions: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (sometimes called Emotional Stability).
Why it works:
- 50+ years of research validation
- Predicts job performance across industries
- Measures traits, not arbitrary "types"
- Available in multiple validated formats
Best for: General hiring across roles. Different jobs require different Big Five profiles.
Learn more about the Big Five personality test.
2. DISC - Communication and Work Style
DISC measures Dominance, Influence, Steadiness, Conscientiousness—primarily focused on work behavior and communication style.
Why it works:
- Simple framework that's easy to understand and apply
- Good for predicting communication preferences
- Useful for team composition planning
- Less academically rigorous but practically useful
Best for: Sales roles, customer-facing positions, team building.
See our DISC personality test guide.
3. Hogan Assessments - Leadership Screening
Hogan measures normal personality, derailers (traits that emerge under stress), and values/motivations.
Why it works:
- Specifically designed for workplace contexts
- Excellent for leadership selection
- Identifies potential derailing behaviors
- Strong research backing for predictive validity
Best for: Management and leadership roles, high-stakes positions.
4. Adaptive Assessments - Higher Accuracy
Like SoulTrace's methodology, adaptive tests ask questions based on previous answers, refining the assessment in real-time for higher accuracy.
Why it works:
- More accurate than fixed-question tests
- Harder to game or fake responses
- Shorter completion time with better data
- Captures personality nuance, not just categories
Best for: Technical roles, creative positions, any role where nuance matters.
What to Avoid:
- Myers-Briggs Type Indicator (MBTI) - Popular but not validated for hiring. Binary categories lack nuance, and test-retest reliability is poor.
- Astrology-based or "color" personality tests - No scientific validity whatsoever
- Overly simplistic binary tests - Personality exists on spectrums, not in boxes
- Assessments without validation studies - If the vendor can't show predictive validity data, don't use it
- Tests that claim to predict exact job performance - No test is that precise. They show tendencies, not guarantees.
Legal Considerations
Personality tests can expose you to legal risk if used improperly. Follow these rules religiously:
1. Use Job-Related Traits Only
Test only traits relevant to job performance. You can't test personality "for fun" or out of curiosity. Document how each measured trait relates to specific job requirements.
Example: Testing Conscientiousness for an accountant is defensible (detail-orientation matters). Testing it for a creative brainstorming role is harder to defend.
2. Avoid Protected Class Discrimination
Ensure tests don't disproportionately exclude protected groups (race, gender, age, disability, religion). This is called "adverse impact."
If your test systematically eliminates more candidates from protected groups, you need evidence the test predicts job performance and no less discriminatory alternative exists.
3. Document Validity
Keep evidence showing the test predicts job success in your organization. This means:
- Testing current high performers to establish baseline profiles
- Tracking whether test scores correlate with performance reviews
- Comparing hiring outcomes with and without testing
4. Make It Optional or Inform Candidates
Transparency matters. Tell candidates:
- What test they'll take
- How results will be used
- That results are one factor, not the only factor
- Whether they can opt out
Some jurisdictions require explicit consent for personality testing.
5. Accommodate Disabilities
Provide accommodations for candidates with disabilities (extra time, different format, etc.). Some personality tests inadvertently screen for mental health conditions—tread carefully.
6. Never Use Personality Tests to Diagnose Medical Conditions
Tests that identify clinical conditions (depression, anxiety, PTSD) violate ADA and similar laws. Stick to work-relevant traits, not mental health screening.
Bottom line: Personality tests should complement hiring decisions, not replace human judgment. Use them as one data point among many.
How to Use Personality Tests Effectively
Step 1: Define Success Profiles for Each Role
Don't test personality generically. Define what personality traits predict success in specific roles at your organization.
How to do this:
- Test your top performers in each role
- Identify common personality patterns among high performers
- Note which traits differentiate great performers from average ones
- Document the "success profile" for each role
Example: Your top sales reps might score high on Extraversion and moderate on Conscientiousness (social but flexible). Your top engineers might score high on Conscientiousness and Openness (detail-oriented but innovative).
Step 2: Test at the Right Stage
Don't test too early or too late:
Too early: Testing before phone screens wastes time and money Too late: Testing after final interviews provides data too late to matter
Optimal timing: After initial screening, before first-round interviews. Use results to inform interview questions and areas to probe.
Step 3: Combine with Other Data
Never hire based on personality alone. Use a structured approach:
- Resume screening - Skills, experience, qualifications
- Personality assessment - Work style, cultural fit, role alignment
- Structured interviews - Behavioral questions, technical assessment
- Work samples - Actual work product in realistic scenarios
- References - External validation of claims and fit
Each piece provides different information. Together, they create a complete picture.
Step 4: Train Hiring Managers
Hiring managers must understand:
- What the test measures (and doesn't measure)
- How to interpret results correctly
- When to weight personality heavily vs. lightly
- How to avoid using results to confirm biases
Common mistakes to prevent:
- Using test results to justify gut feelings
- Rejecting qualified candidates for minor personality differences
- Assuming test results are absolute truth
- Failing to consider context and role requirements
Step 5: Track Outcomes and Refine
Measure whether personality testing improves hiring outcomes:
- Compare turnover rates before and after implementing testing
- Track performance ratings of hired candidates by test score ranges
- Identify which traits actually predict success in your organization
- Adjust success profiles as you gather data
Specific Use Cases by Role Type
Sales Roles
Look for: High Extraversion, moderate to high Conscientiousness, high Emotional Stability
Why: Sales requires social energy, organization for pipeline management, and resilience against rejection.
Red flags: Very low Extraversion (won't enjoy client interaction), very high Neuroticism (may struggle with rejection)
Leadership Positions
Look for: High Emotional Stability, moderate to high Extraversion, moderate Conscientiousness, high Openness
Why: Leaders need composure under stress, ability to energize teams, structured thinking, and openness to new ideas.
See detailed personality traits for leaders.
Red flags: Low Emotional Stability (volatility under pressure), very low Openness (resistance to change)
Technical/Engineering Roles
Look for: High Conscientiousness, high Openness, lower Extraversion acceptable
Why: Technical work requires attention to detail, curiosity for problem-solving, and tolerance for solo deep work.
Analytical personality types often excel in engineering and data roles.
Red flags: Very low Conscientiousness (careless errors), very low Openness (resistance to learning new tech)
Creative Roles
Look for: High Openness, moderate Extraversion, lower Conscientiousness acceptable
Why: Creativity requires exploring possibilities, collaborating on ideas, and tolerance for ambiguity.
Creative personality types thrive when structure doesn't constrain experimentation.
Red flags: Very low Openness (rigid thinking), very high Conscientiousness without Openness (procedural, not creative)
Entrepreneurial Roles
Look for: High Emotional Stability, moderate to high Extraversion, high Openness, moderate Conscientiousness
Why: Entrepreneurship requires handling uncertainty, networking, innovating, and balancing vision with execution.
Match candidates against personality traits for entrepreneurs.
Red flags: Low Emotional Stability (can't handle startup chaos), very low Openness (won't adapt to changing markets)
Customer Service Roles
Look for: High Agreeableness, high Emotional Stability, moderate Extraversion, moderate Conscientiousness
Why: Customer service requires patience, composure with difficult customers, social energy, and attention to detail.
Red flags: Very low Agreeableness (antagonistic with customers), low Emotional Stability (reactive under stress)
Building Diverse Teams Through Personality Testing
Avoid Personality Cloning
Don't hire the same personality repeatedly. Teams need diverse thinking styles to function effectively.
Balanced team composition includes:
- Detail-oriented and big-picture thinkers
- Structured planners and flexible adapters
- Analytical and empathetic decision-makers
- Introverts and extraverts
Using personality tests for team building:
- Map current team personalities to identify gaps
- Hire complementary personalities for balance
- Use personality data to improve team communication
- Recognize different working styles reduce conflict
For team building, understanding existing team personalities helps identify complementary new hires.
Avoiding Bias in Personality-Based Hiring
Personality preferences don't correlate with protected classes, but hiring managers' interpretations might. Train managers to:
- Evaluate personality against job requirements, not personal preferences
- Recognize when "culture fit" becomes code for "similar to me"
- Consider whether personality requirements are truly necessary or just comfortable
- Value cognitive diversity as a competitive advantage
Red Flags to Watch For
From Candidates:
Gaming the Test
Some candidates answer with "ideal" responses rather than honest self-assessment. High-quality tests include validity scales detecting this pattern.
Warning signs:
- Extremely positive self-presentation with no weaknesses
- Consistency scales showing contradictory responses
- Results that don't match interview behavior at all
From Your Hiring Process:
Over-Reliance on Test Results
If you're rejecting candidates solely based on personality despite strong interviews and skills, you're using tests wrong.
Warning signs:
- Hiring managers citing test results more than interview observations
- Qualified candidates eliminated purely on personality differences
- Test scores becoming pass/fail cutoffs
Using Personality as Primary Filter
Personality should inform decisions, not make them. If you're screening out 80% of candidates based on personality, you're filtering too aggressively.
Ignoring Diverse Personalities
If everyone you hire has the same personality profile, you're building weak teams. Cognitive diversity drives innovation and problem-solving.
Not Validating Test Effectiveness
If you implement personality testing but never check whether it actually improves hiring outcomes, you're wasting money and potentially discriminating.
Improving Your Overall Hiring Process
The goal isn't finding identical personalities—it's building diverse teams with complementary strengths.
Best practices for personality-based hiring:
1. Define "Must-Have" vs. "Nice-to-Have" Traits
Not every trait matters equally. Distinguish between:
- Critical traits: Necessary for job success (e.g., Emotional Stability for crisis management roles)
- Beneficial traits: Helpful but not required (e.g., Extraversion for individual contributor roles)
- Irrelevant traits: Don't matter for this role (e.g., Agreeableness for data analyst roles)
2. Create Structured Scoring Rubrics
Don't eyeball personality results. Create scoring systems:
- Assign point values to different trait levels based on role requirements
- Weight traits by importance to the role
- Set minimum thresholds only for critical traits
- Compare candidates on standardized scale
3. Use Personality Data to Improve Interviews
Personality results should inform what you ask, not replace asking:
- Low Conscientiousness? Ask about organization systems and meeting deadlines
- High Openness? Explore how they handle ambiguity and change
- Low Extraversion? Discuss work style preferences and collaboration approaches
4. Consider Developmental Potential
Personality isn't destiny. Some traits can be developed with training and support. Ask:
- Is this trait truly fixed, or developable with coaching?
- Can we structure the role to work with this personality?
- Does the candidate show self-awareness about their traits?
5. Provide Feedback to Candidates (Sometimes)
Some organizations share personality results with candidates. Benefits:
- Builds candidate experience and respect for your process
- Helps candidates self-select based on fit
- Demonstrates transparency and ethical testing practices
Risks:
- Candidates may dispute results
- May create legal exposure if results influenced rejection
- Requires careful framing to avoid seeming discriminatory
Personality tests for career planning can help candidates self-select into roles where they'll thrive.
Advanced Strategies for Personality-Based Hiring
Using Personality Assessments for Internal Mobility
Don't limit personality testing to external hires. Use it for:
- Identifying internal candidates for promotions
- Career pathing and development planning
- Reorganization and team restructuring
- Succession planning for critical roles
Personality-Based Onboarding
Tailor onboarding to personality:
- High Conscientiousness: Provide detailed documentation and clear structure
- High Extraversion: Schedule lots of team interactions early
- Low Openness: Explain why changes are happening, don't just announce them
- Low Emotional Stability: Provide frequent check-ins and support
Using Personality for Retention
Exit interviews often reveal personality-role mismatches too late. Use personality data proactively:
- Check whether high performers match expected personality profiles
- Identify "flight risk" personalities in wrong roles
- Restructure roles to better fit personality strengths
- Coach managers on working with diverse personality types
Building Personality-Aware Management
Train managers to adapt their style based on direct reports' personalities:
- High Conscientiousness: Provide clear deadlines and expectations
- High Openness: Give autonomy and room to experiment
- Low Extraversion: Don't force constant collaboration
- High Agreeableness: Ensure they're not overcommitting to please others
Common Mistakes and How to Avoid Them
Mistake 1: Using Invalid Tests Because They're Cheap
Cheap tests cost more in bad hires than they save in assessment fees. Invest in validated assessments with research backing.
Mistake 2: Testing Personality Without Testing Ability
Personality predicts how people work. Cognitive ability predicts how well they problem-solve. Test both.
Mistake 3: Assuming Culture Fit = Personality Similarity
Culture fit means shared values and work ethic, not identical personalities. Diverse personalities aligned on values create strongest cultures.
Mistake 4: Ignoring Context and Role Evolution
A role that requires high Conscientiousness today might need high Openness tomorrow as the company evolves. Reassess personality requirements periodically.
Mistake 5: Not Involving Current Employees in Profile Development
Don't guess what personality succeeds—test your current high performers and let data guide you.
The Future of Personality Testing in Hiring
AI and Machine Learning
Advanced platforms now use ML to:
- Identify personality patterns predicting success in your specific organization
- Detect candidate response patterns suggesting dishonesty
- Recommend optimal interview questions based on personality results
- Predict cultural fit based on team personality composition
Game-Based Assessments
New formats reduce test anxiety and social desirability bias:
- Candidates play games that measure personality indirectly
- Behavior in scenarios reveals traits without explicit self-reporting
- More engaging candidate experience
- Harder to game than traditional questionnaires
Continuous Personality Assessment
Rather than one-time testing, some organizations use:
- Brief periodic personality check-ins to track development
- Real-time personality data informing daily management
- Adaptive algorithms adjusting to individual personality evolution
Conclusion
Personality tests for hiring work when used as one tool among many. They reveal work style and team fit, but they can't predict motivation, skill development, or cultural alignment perfectly.
Keys to success:
- Use validated assessments with research backing
- Test traits relevant to specific job requirements
- Combine personality data with interviews, skills tests, and references
- Train hiring managers to interpret results correctly
- Track outcomes and refine your approach over time
- Build diverse teams, not personality clones
The goal isn't finding "perfect" personalities—it's finding people whose natural working styles align with role requirements and team needs. Sometimes a "B" candidate with perfect personality fit outperforms an "A" candidate who's misaligned.
Ready to understand your own personality or assess your team? Take our adaptive personality test designed for nuanced insights beyond simple categories.