How to Maximize Benefits of Behavioral Assessment Tests in the Hiring Process

Behavioral Assessment

This article is the first in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.
 
Hiring managers know there’s no perfect process for selecting the best candidate for a job, so it makes sense to utilize all the tools you can access to improve that process. At 180one, we’re finding that organizations are increasingly using behavioral assessment tests, often also referred to as personality tests, to help evaluate the suitability and predicted performance of high-level job candidates.


These tests can be a valuable resource, but they don’t paint a full or completely accurate picture on their own of a candidate’s ability to succeed in a job. When looking at indicators for success, research shows that in the hiring process, the general interview provides a 15% measure of success, and reference checks are about 7%, while cognitive or behavioral assessments are 25-30% effective.


Data suggests that these assessments have an important role to play as a tool leading to a great hire. There’s a wide range of test styles to choose from, at a range of price points, and taking a behavioral test today is a much more automated process than when they were first used in industrial settings.


Leading Behavioral Assessment Tools

The most popular and high-profile tests being used by hiring managers today include the following:


Hogan – Hogan’s tagline is “The Science of Personality,” and they offer a suite of business-based assessments for hiring and development. Their cornerstone assessment, the Hogan Personality Inventory (HPI), identifies qualities that describe how an employee will relate to others when they are at their best, and gives insight into how people work, how they lead, and how successful they will be. Hogan assessments are used by many Fortune 500 companies, including Intel, McDonald’s, Merck, GM, Microsoft and Cisco.


DISC – DISC’s accessibility and ease of plugging in results to success models makes it one of the most widely used workplace behavioral assessment tools today, and it’s also the one with the earliest origins. It was first developed in the 1920s by William Moulton Marston (also the inventor of the first lie detector and the creator of Wonder Woman). Marston theorized that the behavioral expression of emotions in relationship to environment could be categorized into four primary types: Dominance (D), Inducement or Influence (I), Submission or Steadiness (S), and Compliance (C). DISC assessments are also used by many Fortune 500 companies, particularly within management, including General Electric, Chevron and Walmart.


Wonderlic – The Wonderlic Personnel Test (WPT-R) helps measure general mental ability, which it touts as being widely accepted as one of the single best predictors of job success. The Wonderlic “Wonscore” assesses and ranks potential employees in the areas scientifically proven to predict job performance: Cognitive ability + motivation + personality. The NFL uses Wonderlic to assess their quarterbacks – it’s a timed test and can evaluate a person’s ability to make quick decisions without knowing all the options.


Myers-Briggs – the Myers-Briggs Type Indicator (MBTI) continues to be the most widely used personality test worldwide, although it has a different role than behavioral assessments in predicting success in the workplace. MBTI personality testing includes behavior, traits and character, and is based on psychologist Carl Jung’s model of “Psychological Types.” His belief was that every person has an innate desire to grow, and part of that growth comes from understanding, individually, how we operate in the world.


How Behavioral Assessment Tools Can Miss the Mark

In the early days of behavioral assessments for work, the candidate or employee would take the test, then an industrial psychologist or other trained analyst would scrutinize the test to identify behaviors especially suited or contrary to job benchmarks. (We’ll look at how job benchmarks help interpret test results in part 2 of this series.)


Today, because almost all popular behavioral assessment tests are administered online, and some are free, there’s a likelihood that the person(s) evaluating a candidate’s behavioral test results may not have much training or experience in how to interpret the information and relate it to other factors significant to predicting job performance and success.


The Nielson Group, which specializes in work-based behavioral assessment testing, has found some common mistakes organizations and hiring managers make in using behavioral style assessments when they don’t have training on how to best use the results.

Tests such as DISC, Wonderlic, or Myers-Briggs can be valuable tools, but these tests won’t be a significant indicator if they are the only tool a company uses to assess a person’s talent and fit. The complexity of determining talent and fit includes other important elements that need to be considered for hiring and developing employees.


Mistake #1: Behavioral assessment test results will tell you who will be a superstar performer or a low performer


Probably the most common error made in using a behavior-based assessment model occurs when someone assumes that it explains who will succeed or fail in a job. Most behavioral assessment tests only measure common behavioral tendencies — not skills, not motivators, not the ability to make quick decisions and good judgment.


A single behavioral assessment without companion tools and analysis does not predict job success — a “best” behavioral job profile for a position can be identified but is not appropriate as the only criteria to consider. Organizational research has shown that in general, any type of behavioral style can succeed in any type of profession, including leadership positions. It’s important to remember a behavioral style is only one part of the picture and there are many other elements that affect job performance.


Mistake #2: Behavioral style assessments are complete personality profiles appropriate for selection and development


While behavioral assessment tools such as DISC and Wonderlic explore traits within someone’s personality, the term “personality” encompasses much more than the scope of a behavioral assessment test. A complete talent profile is much more than behavior, and includes facets like values, beliefs, the ability to make good judgments and quick decisions, sense of humor, character, ethics, emotional maturity, thinking preferences, soft skills, and communication style. A behavioral assessment test is not a complete measure of who someone is, but simply one aspect of what makes a person unique: how we prefer to act and communicate in a certain situation.


Mistake #3: The hiring manager uses anecdotal data to determine what type of personality would be successful in a given role.


You can get the “right” result, meaning the result you’re looking for, from a test, but are you getting the right person for the job? For example, the “driver” personality is the most over-sought trait hiring leaders look for across all jobs and functions. However, an office full of Type A personalities can create havoc on any organization. Understanding the true personality required for a given role by considering other factors such as emotional intelligence, business acumen, and underlying core motivators, as well as considering other employees’ test results or industry statistics for the profession is critical.


Key takeaways on behavioral assessment tools

With the variety of assessment tools available, it’s important to identify what specific information you want to glean from a test, then research the types of tests in order to choose one (or more) that most closely aligns with your hiring needs.


For example, one test type may work better for you in identifying strong leadership traits your organization needs now, such as Hogan, and another may serve you better in looking at how someone will integrate into a team and their potential to develop into a leadership role, such as DISC.


Maximizing the efficacy of these tests requires experience in analyzing the results, so you’ll get the most out of a behavioral assessment when you partner with a trained user of the assessment tool. They can interpret test results with specific knowledge of your organization’s needs along with comparative data from other organizations with similar needs.


In part 2 of this series, we’ll look at how behavioral assessment tests and results are used in practice: At what stages hiring managers use them in the recruitment and interview processes, and the benefits and drawbacks of that timing; how to use test results in the interview process; and how to use them for onboarding and creating employee development plans.

The Nova Knicks and the Leadership Lesson Every Executive Team Should Learn

By Greg Togni • July 6, 2026
For years, professional sports have embraced a familiar philosophy: collect enough star talent, and success will follow. Yet season after season, teams with the most recognizable names often fall short of expectations, while less glamorous rosters outperform them through cohesion, trust, and a shared commitment to a common goal. The New York Knicks have taken a different approach. Rather than simply pursuing the biggest available names, the organization has reunited several former Villanova teammates, players who won together in college and developed a reputation for selflessness, accountability, and relentless work ethic. While each player has grown into an accomplished professional in his own right, what makes this group particularly compelling isn't just individual talent. It's the chemistry they already possess. That story should resonate far beyond basketball.  It highlights a lesson every CEO, board member, and hiring executive should consider- organizations don't win because they collect the most impressive résumés. They win because they build leadership teams whose strengths complement one another and whose shared values create trust long before adversity arrives. Talent Opens the Door. Chemistry Sustains Success. Executive hiring often begins with a search for credentials. Companies look for executives with exceptional track records, marquee employers, prestigious degrees, or transformational accomplishments. Those qualifications matter. They establish credibility and demonstrate capability. But they don't guarantee success. Every executive search firm has witnessed situations where an outstanding individual hire struggled to create the expected impact. The issue wasn't competence. It was fit. Leadership styles clashed. Decision-making became slower. Collaboration suffered. Instead of elevating the executive team, the new addition unintentionally created friction. Contrast that with leadership teams that seem to move almost effortlessly. Conversations are candid. Decisions happen quickly. Disagreements remain productive because trust already exists. These teams aren't successful because everyone thinks alike. They're successful because they understand one another's strengths, respect differing perspectives, and share a common commitment to the organization's mission. The Nova Knicks illustrate this principle in action. Their familiarity wasn't built overnight. Years of competing together established communication patterns, mutual accountability, and confidence in one another's decision-making. Those qualities can't be replicated simply by assembling talented individuals. The same is true inside the executive suite. Culture Is More Than a Buzzword Organizations frequently discuss culture during the hiring process, but culture is often misunderstood. Culture isn't ping-pong tables, flexible work schedules, or carefully crafted mission statements. At the leadership level, culture is reflected in how executives make decisions, manage conflict, communicate under pressure, and support one another when circumstances become difficult. One executive who prioritizes transparency can influence an entire leadership team. Conversely, one leader who operates independently or places personal success above organizational goals can undermine months, or even years of progress. This doesn't mean companies should seek leaders who all share identical backgrounds or personalities. Diversity of thought remains one of the strongest drivers of innovation. However, diversity works best when it rests on a foundation of shared values: integrity, accountability, respect, and a willingness to collaborate. That's the distinction between similarity and chemistry. The former limits organizations. The latter strengthens them. Hiring for the Team, Not Just the Role One of the most overlooked questions in executive hiring isn't, "Can this candidate do the job?" It's "How will this individual make everyone around them better?" Great coaches ask this question constantly. They don't simply evaluate statistics or highlight reels. They consider how each player fits the existing roster, complements teammates, and contributes to the team's identity. Business leaders should adopt the same mindset. When evaluating executive candidates, organizations should certainly assess experience, technical expertise, and strategic vision. But they should also evaluate how candidates build relationships, navigate disagreement, influence peers, and foster trust across the organization. The highest-performing executives don't simply deliver results themselves. They create an environment where others perform at a higher level. That multiplier effect is often what separates good leadership teams from exceptional ones. Building a Championship Leadership Team The most successful organizations rarely rely on a collection of individual stars. Instead, they intentionally build leadership teams capable of sustaining success over time. That requires looking beyond résumés and considering factors that are harder to measure but equally important: Does this leader strengthen our culture? Will they earn the trust of peers and direct reports? Can they challenge ideas without creating unnecessary conflict? Do they make those around them more effective? These questions don't replace traditional hiring criteria; they enhance them. As executive recruiters, we often remind clients that leadership is not an individual sport. Every executive appointment reshapes the dynamics of the leadership team. Each new hire either reinforces collaboration or introduces friction. The goal isn't simply to find the most accomplished executive available; it's to find the executive who will help the entire organization perform at its highest level. The Final Takeaway The attention surrounding the Nova Knicks isn't really about basketball. It's about something every successful organization strives to achieve: building a team whose collective performance exceeds the sum of its individual parts. Championships, in sports and in business, are rarely won by talent alone. They're earned by leaders who trust one another, communicate openly, embrace accountability, and elevate everyone around them. When organizations approach executive hiring with that philosophy, they're no longer just filling leadership positions. They're building a championship team.

New Opportunity: Group Vice President

By Effie Zimmerman • June 23, 2026
Group Vice President ABOUT THE COMPANY The E-J Group is active in all facets of electrical contracting, bringing experience, expertise, and a national reputation to projects that range in size up to more than $900 million. With over 4,000 employees across 32 offices nationwide, E-J delivers full-service electrical solutions for mission critical / data centers, rail systems, transit facilities, office buildings, hospitals, power generation, substations, transmission and distribution, renewables, co-generation facilities, roadway and outdoor specialty work, airports, industrial facilities, chip plants, universities, sports stadiums, extra high voltage distribution, utility, and gas infrastructure. At E-J, three generations of family expertise have built an organization that combines practical knowledge with modern technological innovation, providing rapid and efficient solutions for today’s lighting, power, energy, and communication needs. E-J has a 127-year reputation for integrity, quality, and exceptional service in the electrical field. To learn more, visit www.ej1899.com . POSITION SUMMARY The Group Vice President will oversee and manage all operational aspects of this $750 million group of business units spread across multiple states. The responsibilities will encompass strategic planning, process optimization, and ensuring efficient day-to-day operations as well as growing staff and development of people. With a focus on continuous improvement, you will drive operational excellence, fostering a culture of innovation and productivity. Travel at least 40% of any given month to cover the needs of a national electrical contractor, reporting directly to the Executive Vice President responsible for both local and national management. KEY RESPONSIBILITIES Operational Leadership Lead and oversee operations across multiple divisions, regions, and business units nationwide. Develop and execute operational strategies that align with the company's growth objectives, financial goals, and customer commitments. Establish operational standards, performance metrics, and accountability systems to drive consistency and excellence across all divisions. Monitor project execution, productivity, labor utilization, scheduling, quality, and customer satisfaction. Drive continuous improvement initiatives focused on efficiency, scalability, and profitability. Financial Performance Maintain full P&L accountability for assigned divisions and operational business units. Partner with division leadership to develop annual budgets, forecasts, and strategic growth plans. Monitor key financial metrics, including revenue, gross margin, EBITDA, backlog, cash flow, and working capital. Identify opportunities to improve operational efficiency, project margins, and return on investment. Review major project performance and implement corrective actions where necessary. Strategic Growth Support corporate growth initiatives, including geographic expansion, acquisitions, and new market development. Collaborate with business development and estimating teams to ensure strategic pursuit of opportunities aligned with organizational objectives. Participate in acquisition due diligence, integration planning, and operational alignment of acquired businesses. Evaluate market trends, competitive positioning, and emerging technologies impacting the electrical construction industry. Safety and Risk Management Champion a world-class safety culture throughout the organization. Ensure compliance with all OSHA, regulatory, and company safety standards. Partner with safety leadership to establish proactive risk mitigation strategies. Review incident trends and implement programs that reduce risk exposure and improve safety performance. Talent Development and Organizational Leadership Lead, mentor, and develop business unit leaders, regional leaders, operations leaders, and senior operational personnel. Build succession plans for critical leadership positions throughout the organization. Foster a culture of accountability, collaboration, innovation, and high performance. Support recruiting, retention, workforce planning, and leadership development initiatives. Promote employee engagement and organizational culture across all regions. Operational Excellence Drive standardization of processes, systems, project controls, reporting, and operational best practices. Leverage technology and data analytics to improve decision-making and operational visibility. Establish and monitor key performance indicators (KPIs) across divisions. Lead enterprise initiatives related to productivity improvement, innovation, prefabrication, workforce optimization, and project delivery excellence. QUALIFICATIONS AND EXPERIENCE 10+ years of experience in operations management with a preference for experience in commercial electrical contracting, specialty construction, or related industries. Demonstrated success leading multiple business units, divisions, or regions with significant revenue responsibility. Preference for experience managing large-scale commercial, industrial, mission-critical, and civil construction projects. Proven track record of driving profitable growth, operational improvement, and organizational development. Experience leading senior-level teams in a multi-location environment. Knowledge, Skills, and Abilities Proven ability to develop and implement strategic plans Strong leadership and team management skills Excellent communication and interpersonal skills Ability to work independently and as part of a team Experience in budgeting and financial management Knowledge of supply chain management Ability to solve problems and make decisions quickly Strong analytical and problem-solving skills Ability to work under pressure and meet deadlines Advantages of Working at E-J: Leading Electrical Contracting Organization Nationally Oldest family-owned and operated electrical contractor since 1899 Job training and mentorship Supportive Management Team Rewarding project experience Comprehensive benefits, including medical, dental, vision, and a 401 (k) plan Paid holidays and vacation Merit-Based Bonus History of employment longevity The E-J Group is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination on the basis of race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law. Interested in Learning More? 180one has been retained by EJ Electric to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

The Leadership Reset: Why Companies Are Replacing More Executives Than They Are Adding

By Greg Togni • June 8, 2026
For much of the last decade, executive hiring was closely tied to expansion. Growing companies added new business units, entered new markets, launched digital initiatives, and created leadership roles to support growth. Today, the picture looks markedly different. While demand for senior leadership remains strong, a growing share of executive hiring is being driven by replacement rather than expansion. Across industries, boards and leadership teams are increasingly focused on succession planning, retirement-related transitions, and upgrading leadership capabilities to meet rapidly evolving business demands. In many organizations, the question is no longer, "What new leadership roles do we need?" Instead, it has become, "Do we have the right leaders for the future we are building?" Several converging trends are driving this shift. A Wave of Leadership Turnover Leadership turnover continues to accelerate across public and private companies. According to research cited by Harvard Business Review, CEO succession rates reached 12.5% in 2025, up significantly from 9.8% the prior year. At the same time, more than 2,000 CEO departures were recorded in the United States, reflecting one of the most active succession environments in recent decades. Boards are also becoming more willing to look externally for leadership talent. Recent data show that 44% of CEO appointments among S&P 1500 companies came from outside the organization, a level near a 25-year high. This growing willingness to seek external leadership reflects a broader reality: many organizations believe that the skills required for the next phase of growth may not be fully represented within their current leadership teams. The Retirement Factor Is Becoming Impossible to Ignore Demographics are creating another powerful force behind replacement hiring. Large numbers of Baby Boomers continue to exit the workforce, creating leadership gaps across industries. While retirement timing varies by sector and geography, organizations are increasingly confronting the loss of decades of institutional knowledge and leadership experience. Many companies spent the past several years postponing succession discussions while navigating economic uncertainty, inflation, and labor market disruption. As a result, some organizations are now facing a compressed timeline to identify and develop the next generation of leaders. The challenge extends beyond simply filling vacancies. In many cases, companies are discovering that there are fewer experienced leaders available than expected, particularly in specialized industries where leadership pipelines have not kept pace with retirements. Evidence of these pressures is appearing across both public and private sectors as organizations report increasing difficulty replacing highly experienced senior talent. From Replacement to Upgrade Not all replacement hiring is driven by turnover. An increasingly common scenario involves organizations replacing leaders who are performing adequately but lack the capabilities required for future business needs. Economic uncertainty has made many organizations cautious about adding headcount. Instead of creating new executive positions, boards are asking whether existing leadership structures are optimized for growth, profitability, and transformation. Recruiters and talent advisors report a significant increase in confidential replacement searches, particularly for leadership positions impacted by AI, digital transformation, operational efficiency, and changing customer expectations. Rather than expanding leadership teams, organizations are investing in stronger leadership capability within existing roles. This represents a meaningful shift from previous cycles. Historically, executive hiring often accompanied organizational growth. Today, many leadership searches are designed to improve execution, accelerate transformation, or close capability gaps. AI Is Raising the Leadership Bar Artificial intelligence is emerging as one of the strongest drivers of leadership upgrades. Boards increasingly expect executives to understand not only their functional disciplines but also how AI will reshape business models, workflows, workforce planning, customer engagement, and competitive advantage. Organizations are reassessing leadership teams through a new lens: adaptability. Leaders are being evaluated on their ability to navigate technological disruption, lead workforce transformation, make data-driven decisions, and build organizations capable of operating in a rapidly changing environment. Companies across industries are investing heavily in AI capabilities and adjusting talent strategies accordingly. As a result, many executive searches today are less about filling a vacancy and more about acquiring capabilities that did not exist as leadership requirements even a few years ago. What Corporate Leaders Should Be Thinking About The implications for boards, CEOs, and CHROs are significant. Organizations that treat leadership succession as an occasional event may find themselves competing for scarce talent at precisely the moment they need continuity and stability. Meanwhile, companies that regularly assess leadership capabilities against future business requirements will be better positioned to navigate both retirements and transformation. The most successful organizations are no longer viewing succession planning and executive hiring as separate activities. They are treating both as part of a broader leadership strategy focused on future readiness. The executive hiring market in 2026 remains active, but the underlying motivation has changed. For many organizations, the priority is not adding more leaders. It is ensuring they have the right leaders for what comes next.
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