Psychometric testing is an increasingly common tool used in hiring processes. Behavioural science enables us to better predict whether a person is right for a company and role. It provides valuable insight that can be used at scale to sift through large numbers of applicants, or at a senior stage to assess which leaders are the best fit for an organisation.
The psychometric data collected through this process helps us to understand an individual’s work style, personality profile, skill set, and potential for success. However, it tends to be forgotten once an appointment has been made. An employee is hired and the data sits in an applicant tracking system, never to be seen again.
Revisiting this data is a powerful tool for effectively managing change. It can provide valuable insights into how well the employee would respond throughout major career milestones.
There are several ways that psychometric data can add value throughout an employee’s entire professional journey.
Successful onboarding
The assessments have been completed, a job offer has been made and accepted, and a start date agreed. The organisation and the new employee are both hoping that the crucial onboarding period goes well.
The psychometric data collected throughout the hiring process can inform the onboarding strategy. It tells us a lot about an individual’s preferred and most effective ways of working. The onboarding process can be improved by using this insight for a new colleague and revisiting it for the rest of the team.
Everyone is unique. Examining the data enables us to explore and mitigate any potential personality clashes, helping to facilitate conversations about how colleagues can work well together.
Read more: Beware the limits of traditional psychometric testing
Smoother team changes
The need to examine data also applies where an employee is moving teams within an organisation, or when there is a change of leadership, to ensure a smooth transition. Take project planning as an example; some people are happy with a rough idea of a project’s goals and how to get there, and others thrive with clearer direction broken down into individual tasks.
Using the psychometric data that already exists on file can help to create the best possible plan for a cohesive team, considering everyone’s behavioural tendencies.
Aiding professional development
Some people are more prone to reflecting on their own behaviour, whereas others may benefit from facilitation to dig into their own reactions in the workplace and beyond. Being self-aware is an important starting point for conversations about working well as a team, but it also helps with professional development.
Unfortunately, employees don’t always receive feedback from psychometric tests. Providing a feedback output on the findings, framed around individual development, would highlight anything they may want to reflect on in their own journey.
It’s important to make clear that any points of interest identified are not meant to be criticisms. Rather than a skills or knowledge issue, it’s simply understanding our own way of thinking. The data provides an opportunity for open and transparent discussions that build strong teams and drive self-awareness in the workplace.
Read more: Majority of UK workers lack regular career conversations
Revealing hidden future leaders
Psychometric data can be used at senior levels for succession and critical role planning. The hiring, training, retention and performance management of senior employees can be informed by pre-existing insights.
Take succession planning as an example. If you know what skills and attributes the next leader of the organisation will need to succeed, looking at the data can help to identify the unknown voices that could be the ideal choice, with the right development plan and upskilling. These individuals may not necessarily be the “obvious” or most senior employees.
Identifying these hidden candidates helps companies to move from slow and reactive to proactive and agile in their succession and critical role planning.
This knowledge base has huge potential to inform future business decisions far beyond hiring. Organisations need to harness the value of forgotten psychometric data.
Nelson Furtado is propositions and innovation director at New Street Consulting Group
