Behavioral Assessment Tests: Best Practices in the Hiring Process

Teens taking personality test

This article is the second in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.
 
In part one of our series on using behavior assessment testing in the hiring process, we looked at different types of behavioral assessment tests and how organizations are increasingly using them to help evaluate the suitability and predicted performance of high-level job candidates. (You can revisit that article 
here.) Following the publication of that article, we conducted a survey with 180one clients to learn if and how they are currently using behavior assessment testing. Those survey results guide part two of the series, as we look at best practices for using these tests in the hiring process and after.


Question: Does your current or past organization use any sort of personality or behavioral assessment when interviewing candidates?
Survey results: Yes – 100%


This is consistent with the latest Candidate Experience Report from Talent Board, a nonprofit that studies best hiring practices from the prospective employee’s point of view. Their 2018 analysis showed that close to 90% of organizations surveyed use assessment testing in the hiring process, and two types stood out with a significant increase in use: 1) job simulations that help assess how a candidate might perform on the job, and 2) culture fit assessments that identify how well potential new hires will assimilate into the organization.


Question: Which type/style of assessment does your organization use? (such as, Hogan, DISC Wonderlic, Myers-Briggs, etcetera)?
Survey results: All of the above are used by many of our respondents, as well as a variety of specialized and industry-specific tests. Most respondents use a paid platform for testing and results analysis, although a few noted they’ve used free online testing such as Myers-Briggs and DISC basic.


Question: For what level of candidates does your organization use the assessments?
Survey results: All employees – 20%, Managers and above – 60%, Executives – 20%


With the broad scope of test types and high rate of usage across employment levels, it’s important to keep in mind that Equal Employment Opportunity Commission guidelines state it is the responsibility of the employer to ensure that selection tests, including behavioral assessments, are reliable and valid, yielding consistent results that predict success on the job.


The Society for Human Resource Management (SHRM) emphasizes that if a company can’t clearly demonstrate reliability and validity of an assessment test, the company is vulnerable to discrimination claims. Even if you use a testing service that provides documentation supporting the validity of a test, SHRM says the specific employer still has to be able to demonstrate the test is job-related and its results appropriate for the employer’s purpose.


EEOC guidelines on testing include:

  • Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability.
  • Employers are responsible for ensuring that behavioral assessment tests and other selection procedures are properly validated for the positions and purposes for which they are used.
  • Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. No test or selection procedure should be implemented before or after hiring without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored.


Question: At what point of the interview process are you using the assessment?
Survey results: After initial phone screen – 20%, After first interview – 40%, After second interview – 20%, Right before offer – 20%


First, it’s important to consider that the most effective hiring processes address your company’s needs, not likes, and the type and timing of assessment should support those needs. “Today you want innovation and growth to be competitive, and that can’t happen in a monolithic culture,” says Stephen Shapiro, the author of four books on workplace innovation. “You need to make sure you hire people with a broad range of styles, so instead of weeding out people that don’t fit, the recognition today is that different roles require different characteristics.”

With that in mind, there’s general consensus among recruiting firms and assessment analysts that in-depth assessment testing occur mid-process – after an initial screening and the first or second interview. And testing at this stage tests can yield valuable information that can reshape a job or even re-think a department.


Assessment and talent acquisition company PSI Select International points out that a company can also create a streamlined and in-depth interview structure that can serve as a supporting behavioral assessment tool in the hiring process. Creating a behavior-driven list of questions asked of all candidates gives the hiring manager a level playing field for assessing them, allowing better determination of the motivational fit of each candidate, and avoiding common interview bias pitfalls. (We’ve got a series on interview bias on our “Water Cooler” blog.)


Question: Are the results of the assessment used as a sole determination of Interview/No Interview, or Hire/No Hire decisions?
Survey results: Yes – 10%, No – 90%


Not using an assessment test as the only determination for making a decision about a candidate is consistent with the recommendations of most behavioral and occupational assessment companies. Carol Buckner, a director with assessment firm Birkman International, has found that companies using behavioral assessments need to give more attention to implementing a policy around the specific use of these tests in the selection process.


Buckner outlines four major points to keep in mind when using behavioral assessments during the hiring process:

  • Use assessment results as one piece of the puzzle, giving it no more or less weight than the interview, past experience, or resumé.
  • Use assessments in a consistent manner. One suggestion is to have all finalists for a position complete the assessment prior to a follow-up interview. Never selectively choose to give an assessment to only one of the three final candidates, as this creates bias.
  • Never specifically reference the assessment results with candidates. Do use the results to develop behavioral questions you can ask in the follow-up interview in order to gain more knowledge about potential hires.
  • Never make a hiring decision based solely on an assessment result.


Question: Why does your organization use assessments?
Survey results: Hiring/prescreening – 20%, Understanding team dynamics – 20%, Both – 60%


To get the greatest return on investment in assessments, Birkman International’s approach to designing and administering behavioral tests is the belief that high-performing employees need 1) passion to feel satisfied and motivated, 2) technical skills to accomplish tasks, and 3) a high degree of self and others awareness to navigate interpersonal dynamics.


A high-performing hire will continue to have these needs, and some behavior assessment testing analysts have determined that there is a greater ROI when using these tests after hiring to determine key motivators, to develop situationally appropriate benchmarks for success, and to build diverse, high-performing work teams.


The Society for Human Resource Management finds that although there’s not a simple measure of performance effectiveness for groups, there is a general understanding of what makes an effective group work: talent, skills, shared purpose and goals, performance ethics, incentives and motivation, effectiveness, leadership, conflict, communication, power and empowerment, and norms and standards. Utilizing an assessment tool will help you identify behavioral traits unique to each person that also support a successful team.


The Future of Behavior Assessments

The upward trend in the use of behavior assessment testing underscores that there’s not one “right profile” that guarantees success in a particular job or within an organization. And the range of test options continues to grow – in addition to the most well-known behavior assessments tests and administrators we looked at in part one of this series, SHRM alone lists almost 80 additional industry- and goals-specific organizations offering assessment tools and consulting.

If your organization is ever interested in gaining more insight into behavioral assessments and if / how they should be included in the hiring process, 180one will be a great resource for you. Whether we advise you directly or get you connected somewhere within our broad network, we are always happy to help you and your organization conquer your goals.

By Greg Togni April 23, 2025
180one is pleased to announce our recent partnership with Pike Street Capital and the successful placement of a new Board Member for Superior Duct Fabrication, a Pike Street portfolio company!  Superior Duct Fabrication is a leading provider of commercial and industrial HVAC duct systems, known for its high-quality fabrication, reliability, and customer service. The company serves a wide range of industries, delivering complex ductwork solutions with precision and speed. In 2023, Pike Street Capital, a Seattle-based private equity firm focused on industrial growth companies, acquired Superior Duct Fabrication as part of its strategy to invest in scalable, high-performing manufacturing businesses. Pike Street partners with management teams to accelerate growth and build long-term value through operational improvements and strategic leadership. As part of this effort, Pike Street Capital partnered with 180one to recruit a new board member to help guide Superior Duct’s continued expansion and success. Congratulations to Pike Street Capital, Superior Duct Fabrication, and the 180one Search Team on a successful board placement!
By Greg Togni April 7, 2025
Let’s face the music, or the new reality that attracting executives to move across the country for an opportunity has become increasingly difficult for a variety of circumstances. As businesses look to recruit top talent at executive levels, understanding the shifts in migration trends before you launch a search, better yet, as you plan a position, might be the difference of landing a great candidate in a reasonable amount of time, or dragging out a search for the unicorn who can’t be found. Let’s look at some of the factors and trends together that might shape how your organization moves forward in conducting a national executive search. Understanding the 2024 Relocation Landscape The 2024 Allied Migration Report paints a picture of a U.S. population increasingly seeking affordable living spaces, a better work-life balance, and more favorable economic conditions. 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Housing Affordability and Living Costs One of the most significant motivators for relocation in 2024 is housing affordability. In 2023, soaring housing costs in urban centers like San Francisco, Los Angeles, and Chicago pushed many people to consider smaller cities and suburban areas where the cost of living is lower. When relocating candidates, it's crucial for employers to consider how the cost of housing in their city or region will impact the candidate’s overall financial well-being. If your company is in a higher cost area, providing a sign-on bonus towards housing can be one lever to pull to cover the gap. 2. Remote Work and Flexible Work Arrangements The rise of remote work in the wake of the pandemic continues to shape relocation patterns. With many employees now able to work from anywhere, some candidates are looking for jobs that allow them to live in more affordable or attractive locations while still benefiting from a competitive salary. 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The 2024 Allied Migration Report noted that states with growing job markets are experiencing strong inbound migration. How would classify your region’s overall job market? Candidates want to know that if they were to relocate, and for some reason down the road they leave the organization – what other opportunities exist for them locally. If there are no other reasonable and likely options related to their industry, or expertise - this can pose another hurdle that needs to be addressed. It’s essential to evaluate whether the region offers the kind of industry opportunities that will keep the candidate’s career trajectory on track. 4. Tax Policies and Financial Incentives Tax policies are a key factor influencing relocation decisions in 2024. States with no income tax have seen an increase in inbound migration, with people moving to these states in search of more disposable income. The economic uncertainty and high inflation rates in 2024 have made individuals more conscious of their financial situations, and tax-friendly states are becoming increasingly attractive. Employers looking to relocate candidates should consider the tax implications of moving employees to specific regions. 5. Quality of Life and Lifestyle Considerations Beyond financial factors, candidates are also considering lifestyle factors when deciding where to relocate for work. According to the 2024 Allied Migration Report, many people are moving to regions that offer a better balance of work and life, which includes access to quality healthcare, good schools, recreational activities, and a desirable climate. For employers, this means understanding the lifestyle preferences of potential candidates and emphasizing how the region supports these needs. What’s the Score? So how did your region score? How will it impact how you go to market with the position? Did you adjust the candidate profile to mirror what exists in the local candidate market, or is your region highly desirable to attract the unicorn? As migration patterns evolve, companies that adapt their candidate profiles and expectations to these shifting dynamics will be well-positioned to thrive in an increasingly mobile workforce.
By Christine Kennedy March 12, 2025
Corporate Development Manager About the Company Impel is a family of companies that offer comprehensive flow management solutions in partnership with each other and the best manufacturers in the world. Each of Impels branches represent individual brand cultures and span the West Coast. Impel serves customers in water, wastewater, agriculture, industrial, manufacturing, energy and mining. Impel was founded in 2021 with a vision to build a “one-stop shop” to serve municipal and industrial fluid management needs by acquiring complementary capabilities in contiguous geographies. The platform launched with the first acquisition of PumpTech , a premier distributor of high-quality pumping products and systems serving the Pacific Northwest. Subsequent acquisitions have grown Impel to over ten fluid management companies throughout the US. Impel is backed by Pike Street Capital , a private equity firm based in Seattle, WA. Recently, Pike Street successfully raised capital to fund additional acquisitions. Impel is actively pursuing growth opportunities and remains focused on acquiring and partnering with family-owned and operated companies in the sector. About the Role This is a key position managing the acquisition process within Impel. You will participate in all aspects of the investment process including industry/market research, deal origination, strategy and execution, and relationship building with acquisition target owners, executives, investment bankers and other intermediaries. This is a great role if you’re looking to own the deal process and progress your skillset as a deal professional. This role will give you deep insight into the entire acquisition process while closing multiple deals a year. We are a fairly lean team and believe in cross functional work so come with a growth mindset and you will develop a skillset across each business function; Our team believes in developing our team members. Primary Responsibilities Perform company analysis, including initial screenings, financial modeling and valuation, due diligence, consultation with external advisors, and preparation of materials for internal investment meetings. Responsible for M&A project management processes to include, but not limited to, valuations, letters of intent, due diligence analysis, financial planning, and business case development. Analysis of risks and opportunities of M&A activities, translate this into fact-based and well-reasoned insights on the valuation and structural impact of various acquisitions. Drive market research and strategic fit analysis. Conduct research on prospective sector opportunities and market trends and develop and present data-based opinions to inform decision-making and price transactions. Participate on deal teams to help structure and execute transactions, including coordinating the deal process and legal and transactional documentation. Special projects working directly with C suite, functional leads, and regional vice presidents. Qualifications 2-6 years experience in private equity, consulting, financial DD/QoE, investment banking, accounting, or corporate M&A Exposure to other diligence areas including commercial, operational, market sizing, risk analysis, customer and supplier, agreement review, etc. Excel and PowerPoint expertise Value oriented Strong communication skills Commitment to high professional standards Credentials: CPA preferred Interested in Learning More? 180one is a retained search firm and has been engaged by Impel to manage this search. If interested in learning more about the opportunity, please contact Tom Haley /503.334.1350/ tom@180one.com
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