Personality Types and Hiring
The article emphasizes the strategic use of personality assessments in hiring, highlighting their role in identifying potential risks and the dual nature of traits in different job contexts.
Read original articleThe article discusses the strategic use of personality assessments in hiring processes, emphasizing the importance of understanding personality traits beyond traditional cognitive abilities. It highlights that while many employers overlook personality evaluations, these assessments can provide insights into potential risk factors for job performance. The author suggests that hiring managers should translate job requirements into meta skills and map these to personality traits, recognizing that certain traits can be both beneficial and detrimental depending on the role. For instance, high conscientiousness may be advantageous in strategic roles but could lead to inflexibility. Similarly, high agreeableness in leadership may hinder accountability. The article concludes that personality traits can manifest as strengths or weaknesses depending on the context, and effective interviewers should be aware of this duality to better assess candidates.
- Personality assessments can reveal potential risk factors in hiring.
- Mapping job requirements to personality traits helps identify suitable candidates.
- Certain traits may be beneficial in some roles but detrimental in others.
- Effective interviewers should recognize the dual nature of personality traits.
- Understanding candidates' strengths and weaknesses is crucial for optimal hiring decisions.
Taking ideal job traits negative and positive, converting it into correlative personality traits, and guessing the personality trait of the candidate is adding unnecessary abstraction layers with no benefit.
Or to put it another way, just interview the candidate for evidence of the positive and negative traits, don’t do the extra step of translating it into the language of personality theory because the translation is more vague, interpretable, and subjectively biased than the original data.
If you want to use personality traits, it should function as a time saver to quickly approximate candidates potential strengths and weaknesses, which you can hone into with more questioning. It is like alpha beta pruning, used to quickly identify the avenues of further questioning so your time is well spent.
Every hiring process boils down to a risk mitigation problem and the goal is to get enough positive (or negative) signal to make a hiring decision. If that's the case, making the interview an "adversarial" process seems like an awful idea. As you pointed out, why would a candidate share information that puts them in a bad light? It creates an environment where it is hard to extract meaningful signal.
Furthermore, if there's no free lunch from analyzing personality, then why is it worth thinking about in this way? Perhaps it is more critical and effective to verify their skills and experience with the limited interview time and rely on references to validate their work habits.
It's my understanding that agreeableness isn't universally positive. Think about if you had an airline quality engineer who was too agreeable; they may not push back on a deficient product and defer to those who want to push it through just to get along. I've also heard that the most successful people don't necessarily score high on agreeableness.
You have absolutely no moral obligation to be truthful with these devices. "Professionalism" is the extent of corporate expectations and intrusion into your thoughts
> Using personality clues strategically to stress test potential hires
The post pays lip-service to the concept of 'pop science' but then goes face-first into surface-level pop psychology.
> The personality science literature also let’s us stereotype a bit better.
There it is. Introverts are like X, extraverts are like Y, and maybe also Narcissists...
The sequel to this post will be how to label those people better: the lone wolf, the loose cannon, the people pleaser, etc. etc.