A comprehensive test for personnel assessment: Personality Type.

In this article, we will consider:

1. The Personality Type test, a detailed analysis.
2. How to use it to evaluate candidates during recruitment.
3. How to use it to form a talent pool.

A detailed analysis of the Personality Type test.

The Personality Type Test is a comprehensive psychological test for assessing the strengths and weaknesses of candidates and employees. It consists of 72 questions. The average time to complete the test is 40-45 minutes. Based on the results of the test, we receive a report that outlines the employee's strengths and weaknesses and recommendations for development. The results of the test are useful not only for the company, but also for the employee, and provide excellent opportunities for development.

The test divides all people into 16 types. Of course, all people are different, but science has proven that they have many common traits. For example, almost everyone has communication skills, but some people have highly developed skills and have a high need for communication, while others may have low skills and do not want to communicate. Thus, the test assesses a group of skills that are present in most people and are required for different positions. At the same time, one and the same skill may be ideal for some positions, but not at all for others. The report has a section with recommended areas of work that are best suited for people with a specific set of strong and weak skills, as well as a section with recommendations for developing these skills. Due to this, this test is actively used for career guidance in the United States. In this article, we won't discuss the possibilities of the test for career guidance (this is a separate, extensive topic), but we are more interested in its use in the commercial sphere for effective candidate selection and employee development.

Let's take a closer look at one of the options for the report that we will receive based on the test results. The report is generated in the Smart Way personnel assessment system, in Ukrainian and Russian, for both men and women. In total, the system generates 64 variants of reports based on the results of this test, but they are all structured according to the same template and have the same sections, so we only need to consider one variant to understand the essence of the test. Of course, the content of all reports is different, and we won't be able to analyse it in this article, as its total volume in the Smart Way system for generating reports is more than two million characters (650+ pages).

For example, consider the type “Entrepreneurs (ENTJ)”

The first section of the report is “General Description”. It describes the main characteristics of this type of person.

1. General Description.

• Entrepreneurs are enterprising individuals who know how to ignite passion for a cause. They tend to be innovative, pick up new theories and developments, and seek to find practical applications for them. Entrepreneurs are often restless, enjoying activities such as hiking, tourism, mountaineering, and running. They boldly experiment, challenging conventional wisdom. They always know where they are headed and effectively communicate their goals to those around them.
• Entrepreneurs are unafraid of taking risks and often rely on their intuition. They come up with unusual ideas and have a rich imagination, making them excellent inventors. They strive to stay ahead of the curve, knowing that tomorrow may be too late. They have a deep appreciation for nature, giving it a special meaning, and are characterized by their wide-ranging cognitive interests.
• They are optimists with a good sense of humour, although their jokes are not always appropriate. They may struggle to build reliable relationships and, due to their lack of scrupulousness, may be drawn into adventures. Entrepreneurs are talkative and often disregard the passing of time.
• They do not concern themselves much with appearance as long as it doesn't affect their business. Order and comfort are not their priorities. Nature often blesses them with endurance and good health, which they support with folk medicine and other unconventional methods. They dislike idleness and rarely relax, even on vacation.

The second section of the report is “Behaviour as Subordinates.”

This section is divided into three more subsections:

• Strengths.
• Weaknesses.
• Recommended Occupations.

In this section, we get a detailed description of the entrepreneur’s typical behavioural style as a subordinate, their strengths and weaknesses, what we can expect from them and what we shouldn’t, and the areas of activity for which candidates with this type of personality are best suited. Usually, information from this section is most often used in recruitment.

2. Behaviour as Subordinates.

2.1. Strengths.

Entrepreneurs are dynamic, agile, and acutely aware of time constraints, finding it unacceptable to lag behind in their work. They are diligent workers, happy to take on tasks that are beneficial. Entrepreneurs are curious and interested in innovations that can be applied practically. They are well-versed in business matters, able to assess the profitability or futility of projects, and are willing to propose unconventional methods to increase efficiency. They may take business risks if necessary. They value clarity and precision in all their activities and dislike acting blindly or without preparation. Planning ahead is crucial for them. They favour fair arrangements and strive for mutually beneficial agreements. They often act as sponsors and patrons of the arts. Even if faced with hardship, they refuse to complain. They are emotional, restless, and optimistic, always radiating friendliness and promoting a healthy lifestyle.

2.2. Weaknesses.

Their busy work schedule can be overwhelming for others, as they tend to change plans arbitrarily, imposing their rhythm on others. They often have numerous tasks and struggle to keep up with everything. Their plans may be ambitious but not always thoroughly thought out. Entrepreneurs may rush head first into dubious activities and take excessive risks. They are talkative and enjoy discussing things they have read or heard. They may dress carelessly, paying little attention to their appearance. Impatience is part of their nature, which can lead to carelessness in business documentation. In matters of principle, they show firmness and intransigence, occasionally resorting to tactlessness and inappropriate humour. Entrepreneurs also tend to avoid visiting doctors.

2.2.1. Expectations They Cannot Meet.

• Deliberate and unhurried decision-making.
• Thoroughness in routine matters.
• Constant order in their home and workplace.
• A consistently well-groomed and tidy appearance.
• Tactfulness and psychological sensitivity.

2.3. Recommended Occupations.

Entrepreneurs thrive in innovative fields that require a broad outlook, a non-standard approach, and the ability to apply theoretical developments practically. They make excellent inventors and rationalizers. Given their fast pace and mobility, they are well-suited for dynamic work that involves business trips. They are unafraid of commercial risk, making them ideal pioneers and founders of new projects. Entrepreneurs are willing to take on various types of work as long as it is interesting, promising, and dynamic without requiring meticulous attention to detail.

The third section of the report is “Behaviour as Executives”.

This section is effectively used both in the selection of candidates for managerial positions and in the evaluation of existing employees to form a talent pool. In both cases, having information from this section, we can understand how an employee will behave in the role of a leader, how they will manage their team, and predict how well the candidate will be able to cope with future responsibilities.

3. Behaviour as Executives.

Entrepreneurial leaders are open and approachable. They often have a welcoming smile that invites others to engage with them. They are good communicators, readily interacting with people they find interesting, and they are prone to jokes and ironic remarks. They are cheerful, energetic, and pragmatic individuals.

3.1. Entrepreneurs as Player-Leaders.

These leaders view their work as a game, deriving satisfaction from the process of achieving results. They enjoy taking calculated risks and investing in innovations, focusing on long-term success rather than immediate returns. Their incentive is the desire to be recognized as winners. They approach difficulties calmly, as a natural part of their journey. Entrepreneurs are self-motivated, often changing professions or roles throughout their lives to understand different things. They do not value those who seek results without effort. Rather than accumulating material resources, they invest them back into business. They excel at identifying untapped opportunities and anticipating new market demands. In bureaucratic environments, their activities often encounter obstacles, but they remain keen to analyse relevant facts and entertain new ideas. They are attracted to fields where theory meets practice and are inclined towards experimentation. Player-leaders are capable of changing direction abruptly, making them unpredictable to competitors. They thrive in movement, renewal, and resist stagnation and conservatism. Their pace is best matched by someone who maintains composure under all circumstances

3.2. Key Characteristics.

1. Tendency to solve strategic problems.
2. Excel as front-line leaders.
3. Focus on objective criteria in business relationships.
4. Diverse approach to business: a mix of sober calculation, pragmatism, resilience, and intolerance to bureaucracy.
5. Motivate subordinates by stimulating interest: rewarding success and penalizing hindrances.
6. Cooperative behaviour, but competitive when needed.
7. Achieve results through entrepreneurial spirit and focus on technology.
8. Adaptable management style, though close to a moral style.
9. Motivated by the satisfaction of work itself; ultimate goal is achieving significant results.
10. Respect the law as long as it does not hinder initiative.
11. Strategy includes freedom of management, focus on production, technology, and human resources.

The fourth section of the report is “Working Conditions”.

This section is used to motivate employees. It describes the working conditions that will motivate employees of a particular type to achieve results, and the conditions that will demotivate them. If you can create the right conditions for different types of employees, you will have a highly motivated team capable of delivering high results to the company.

For a more detailed assessment of the type of motivation of employees and candidates during recruitment, the Smart Way personnel assessment system has a Type of Professional Motivation, which we will also discuss in detail in one of our articles.

4. Working Conditions.

The key motivator for entrepreneurs is their desire for uniqueness. Their work should be exciting and provide an opportunity for creativity. Entrepreneurs enjoy learning and are often interested in anything that could become useful. Frequent business trips, seminars, and retraining courses are well-suited to their interests. Routine tasks should be minimized. Care should be taken with their risky proposals to ensure there are sufficient resources for implementation. When entrepreneurs are eager to act immediately, this tendency should be acknowledged, as they have a good sense of timeliness. However, their actions should be carefully planned and prepared. Their activity can become erratic, so it is essential to remain calm and provide support by discouraging unnecessary risks.

The fifth section of the report is “Recommendations for Development and Self-Improvement”.

This section is usually used by supervisors and personnel training managers, and it is used to create a personal plan for the development of weak skills for the employee.

5. Recommendations for Development and Self-Improvement.

Entrepreneurs excel in initiating new ventures and approaches. They start with enthusiasm and make significant efforts to achieve results. They are practical-minded and capable of translating theories into action. They actively engage in introducing new technologies, focus on major goals, and do not delay decisions. Entrepreneurs are optimists who believe in success and are willing to take risks and overcome difficulties. However, they often struggle with managing their everyday lives and finding time for relaxation. Despite their dedication to a healthy lifestyle, they may not regularly look after their health. It is recommended that they maintain a balanced routine, alternating between work and rest, and pay more attention to household matters. They should also take time to care for their loved ones and make thoughtful gestures. Entrepreneurs are advised to develop their aesthetic tastes, pay more attention to their appearance, and consider the opinions of others. They should avoid ambiguous jokes and remain tactful in communication, avoiding extravagant behaviour. It is also crucial for them to avoid conflicts over minor issues and maintain emotional control. When feeling irritated, it is better to distance themselves and address the issue calmly later on.

So, after reviewing the report that we receive based on the results of the Personality Type test, it is already clear how it can be used for effective candidate selection, assessment, and development of company employees. But let's take a closer look.

How to use the Personality Type test when selecting job candidates.

In my practice, I use the Personality Type test only when recruiting “office” workers, heads of structural units, and top managers. I do not use it when recruiting specialists in simple working specialities (for example, store clerks), because the time to complete this test is 40-45 minutes, and candidates for these specialities do not want to take long tests, and this complicates recruiting. For mass recruitment, I use other tests that take 15 minutes, and they work perfectly. I'll tell you what these tests are and how to use them to expand the bulk recruitment funnel in another article, so stay tuned to the Smart Way blog.

There are two ways to effectively use a personality test in recruitment:

1. You test the candidate, read the report, and decide whether the candidate is a good fit or not.
2. You create a position profile, write down the candidate's important and unacceptable personal qualities for the position. Then, based on this data, you select 2-3 personality types that suit you and add them to the profile. After the candidate passes the test, you just need to compare their type with the types indicated in the profile. If the types match, then the candidate is a good fit in terms of their personal qualities.

Recruiters who have not used a personality test before usually go the first way. More experienced ones choose the second option. I always use only the second option, because it saves a lot of time during the selection process.

To save time and select the most suitable candidates, I use the following scheme:

1. I create a position profile in which I indicate the planned test results.
2. I select the resumes of candidates who match the position profile and invite them to pass the first stage - testing. I do not conduct an interview until I receive a report with the test results. This saves me at least an hour of time, and the candidate 1-2 hours (the candidate still needs to arrive) if the candidate is not suitable according to the test results. With a large number of candidates, this is a very significant optimization. I only need to spend a few minutes to get a report that contains more information about a candidate than the results of an hour-long interview. It also allows me to consider candidates who are “a little underperforming in terms of professional knowledge” but have high potential according to the test results, thereby expanding the recruitment funnel.

Of course, I use not only a personality test, but also a motivation test, a burnout test, a communication and organizational skills test, a conflict test, and create tests to assess the level of professional knowledge in the test builder. Tests to assess the level of professional knowledge personally help me a lot when selecting programmers and technical specialists. For example, based on the results of a programmer’s knowledge test, I immediately get their level (junior, mid-level, etc.). The manager receives a report detailing the candidate's weaknesses and strengths, his level of professional knowledge, and makes an informed decision without spending hours of his time on the assessment. But this is another topic, and I'll talk about the test builder and other tests in the following articles.

How to use the Personality Type test to build an internal talent pool.

When I worked at Miraton as an HRD about 5-6 years ago, I was tasked with creating a system of internal talent pool. There was a problem with finding store directors, they did not stay long, so we decided to grow our own.

First of all, I selected a trainer from among the administrators. I selected them based on the test results, because the employee's ability to train others and internal motivation were more important to me. I used a personality test, a motivation test, a test of communication and organizational skills. As a result, this trainer successfully formed a personnel reserve system in the company and became the head of the training department. The tests worked 100%.

Next, we started selecting candidates for the talent pool using the same tests. Candidates who met the requirements of the position profile based on their test results were transferred to the talent pool, underwent training, passed professional knowledge tests, and in the event of a vacancy, were automatically transferred to the position in question. This system significantly solved the problem of recruiting qualified managers and their adaptation.

As a result, today, 90% of the company's directors and 70% of store administrators have been trained through the talent pool system and selected based on test results. These employees show excellent results and are actively developing, bringing the company the planned profit.

Conclusion. With the help of the personality type test, you can build an effective candidate selection system and talent pool system. You will also be able to significantly optimize the process of evaluating candidates and the time spent by managers on reviewing these candidates. However, this test is not enough for a complete assessment, even though it is comprehensive. It should also be paired with a motivational type test, a burnout test, a test of communication and organizational skills, and preferably a conflict test. For the most advanced, there is a test builder where you can create any test to assess the professional level of knowledge of both candidates and employees. And if you need help with the tests, please contact me, my contacts are on the Smart Way website, and I will be happy to help you.