The Use of Personality Assessment in the Recruitment and Selection Process – Term Paper Example
The paper "The Use of Personality Assessment in the Recruitment and Selection Process" is an outstanding example of a term paper on human resources. Looking for the right candidate to fill in a job can be tough. Seeking the right employee is critical to a company’s total performance because it is after all its human resource who would ultimately determine how a company would perform. Having the right people would mean increased productivity and output while the opposite would mean lackluster performance that can undermine the company’s bottom line. Needless to say, looking for the right candidate for a job is very important.
In a study conducted by MacCann et al., it was even emphasized that personality or character can twice predict job performance while technical competency can only predict 20% on how well an employee will perform.
There are various personality assessments that are typically administered in the recruitment and selection process to spot and determine if a candidate has the right personality or character for the job. Personality tests and hiring interviews are used but research revealed that they have low levels of reliability and validity. There are several methods of measuring personality. They are personality inventories, projective tests and simulations, role playing exercises and stress interviews Personality tests also might yield an inaccurate assessment of a candidate’s real personality and character trait because a candidate might “fake“ the employment test by providing a distorted response to the tests. Thus to ensure the reliability of a screening process, three methods are employed to establish the reliability of the screening process. These reliability measures are test-retest reliability, parallel forms, and internal consistency. Test and re-test only meant that a prospective candidate is likely to provide the same answer when given the same employment test. Parallel forms are like a validity generalization whereby a candidate is likely to perform just the same even in settings that are different from the one in which it was validated while internal consistency meant that there are no contradictions with the information given by a prospective candidate for a job.
Some of the widely used methodology in determining personality is the Big Five personality dimensions or Big Five Factor Model. These are composed of an individual’s extraversion, agreeableness, conscientiousness, emotional stability and openness to experience. When properly administered, the “Big Five Personality Dimensions” can be very helpful in determining an individual’s character that relates to the job. Its five dimensions can capture the components necessary for performing a desirable work outcome. Extraversion determines the individual’s sociability and ability to work with others. Agreeableness determines other prosocial behavior such as altruism and kindness which is necessary for ideal corporate citizenship. Conscientiousness determines an individual’s goal-directed behaviors. Emotional stability or neuroticism determines a candidate’s personality in handling stressful situations especially when it comes with the job while openness suggests the individual’s imagination, insight, and openness to learn new things which are necessary for an employee to grow.
Other methods employed to determine a candidate’s personality disposition is the Myers-Briggs Type Indicator (MBTI). This tool is a psychometric questionnaire that can measure a prospective candidate’s psychological preferences and they see the world and how they decide according to these perceptions. It basically determines the prospective candidate’s worldview and decision-making capacity.
These tests are important because above technical competence, personality can also determine how well an employee would perform in the job. The importance of personality in choosing a candidate was best stressed by David Siegel, former CEO of US Airways who now runs s XOJET, a private aviation firm in San Carlos, California who admits that while he “prized technical competency, he cares even more about a candidate’s inner strength, mental discipline, and commitment to the team because you can teach h technical things, but you can’t teach someone to develop character” (Anon, 2009).