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 Cost of Hesitation: Why Delaying a Leadership Change Quietly Destroys Value

By Greg Togni • January 12, 2026
Few decisions carry more weight, or more emotional friction, than upgrading management. Whether in a private equity–backed business or a closely held private company, leaders know the decision matters. They also know it’s uncomfortable. Incumbent executives may have helped close the deal, built the business, or earned deep loyalty from employees and customers. In that context, waiting can feel prudent, even humane. Yet across ownership structures, cycles, and industries, the evidence points in one direction: delaying action on leadership misalignment quietly erodes value long before performance visibly breaks. What the Data Consistently Shows Research across management transitions paints a consistent picture. Roughly half of PE-backed companies replace the CEO within the first two years of ownership, with many changes occurring in the first year. Studies of executive transitions show failure rates between 30% and 40% in the first 18 months, most often driven not by incompetence but by misalignment- on mandate, pace, or priorities. The lesson is not that boards are impatient. It’s that leadership fit matters more than familiarity, and a misfit rarely corrects itself with time. The Most Expensive Period Is After Doubt Sets In By the time a board or ownership group agrees that a leadership upgrade may be needed, value erosion is often already underway. Growth initiatives slow. Decision-making becomes cautious. Reporting grows heavier as leaders explain results instead of driving them. High performers sense uncertainty and begin to disengage. In PE-backed environments, this dynamic plays out faster and with fewer buffers. But private companies experience the same slow bleed, just over a longer horizon. The “One More Quarter” Fallacy “Let’s give it one more quarter” is one of the most expensive sentences in governance. Boards and owners often justify delay by pointing to an initiative in flight, system implementation, or temporary market headwinds. But studies of executive performance show that trajectory matters more than absolute results. If clarity, momentum, and conviction are not improving, time rarely fixes the issue. A common pattern: leadership change is debated for several quarters. When a new executive finally steps in, they make decisive moves within 60 to 90 days, moves that had been discussed, analyzed, and deferred for a year. The opportunity cost of that delay is real, even if it never appears cleanly in the P&L. Missed Windows Are Permanent Losses The most dangerous cost of waiting is not short-term underperformance; it’s a missed opportunity. In PE-backed companies, similar windows appear around add-on acquisitions, operational transformations, or pricing resets. A capable but misaligned leader can miss those windows by moving too slowly or pulling the wrong levers. Once missed, those opportunities rarely reopen on the same terms. Loyalty Is Expensive, But So Is Delay Many delayed leadership changes stem from understandable loyalty: to founders, long-tenured executives, or leaders who were instrumental during diligence or early growth. But fiduciary responsibility ultimately outweighs emotional equity. The most effective boards separate gratitude for past contributions from clarity about future requirements. They also recognize that earlier action is usually kinder. Early transitions allow for controlled narratives, thoughtful role changes, and dignified exits. Late-stage changes tend to feel abrupt, personal, and destabilizing. A Simple Test for Owners and Boards One question cut through most debates: If we were hiring for this role today, knowing what we now know, would we make the same choice? If the answer isn’t an unambiguous yes, delay rarely improves the outcome. Another signal is how leadership discussions consume time. When meetings shift from strategy and growth to coaching, shielding, or compensating for leadership gaps, the decision has often already been made, just not acknowledged. Why Smart Owners Explore the Market Early High-performing PE firms, and increasingly, sophisticated private owners, often explore the executive market before a final decision is reached. This isn’t about undermining management; it’s about sharpening judgment. Seeing the caliber of available talent reframes the question from “Can this work?” to “Is this the best we can do?” In many cases, an external perspective provides clarity faster than another quarter of internal debate. Timing is Everything Upgrading management is never easy. But the evidence, data, deals, and lived experience are clear: indecision is rarely neutral. The organizations that consistently outperform aren’t the ones that change leaders most often. They’re the ones who change them on time. And in a world of compressed timelines, competitive markets, and rising expectations, timing isn’t just a leadership issue; it’s a value creation issue.

New Opportunity: General Counsel

By Effie Zimmerman • January 5, 2026
General Counsel ABOUT THE COMPANY A-dec is the premium leader in the dental equipment industry, designing and manufacturing products that span dental chairs, lights, handpieces, furniture, air management, infection control, and delivery systems found in dental offices and operatories. With over 1300 employees and headquartered in Newberg, Oregon, A-dec’s familial culture and values have been attributed to their commitment to the Newberg community and its employees through various investments and programs. ABOUT THE POSITION The General Counsel (GC) will manage legal matters for the organization and affiliated entities, including all litigation defense coordination, intellectual property, business development, contracting, unfair trade practices, anti-trust, corporate governance, and the coordination of legal matters managed by outside counsel. GC will provide legal advice to management, provide counsel on negotiating corporate transactions, and prepare related documentation. Provide strong leadership, guidance, and pragmatic business acumen, recognizing the business consequences of legal advice. GC is a strategic and innovative thinker who can develop and articulate a clear understanding of the company’s strategy from all perspectives and find creative solutions to complex legal problems with a strong ability to balance legal and business risk. DUTIES & RESPONSIBILITIES Corporate Governance & Strategy Serve as a trusted legal advisor to the executive leadership team on corporate governance and risk management. Oversee corporate governance matters, including board support, entity management, and compliance with applicable corporate laws. Support business development, joint ventures, and other strategic transactions from due diligence through integration. Board meeting preparation and serves as acting Secretary in Board of Directors’ meetings and prepares all necessary Board and Shareholder documents. Regulatory & Compliance Partner with corporate regulatory leaders to ensure compliance with U.S. and international laws and regulations applicable to medical/dental devices, manufacturing, quality systems, and global distribution. Interface with corporate regulatory leaders to manage regulatory risk and ensure compliance. Develop, implement, and maintain company-wide compliance policies and training programs. Commercial & Contract Management Draft, review, and negotiate a wide range of commercial agreements, including supplier, distributor, licensing, manufacturing, and customer contracts. Support global sales and supply chain operations with practical, business-focused legal guidance. Establish contract standards and processes to improve efficiency and risk management. Intellectual Property Oversee protection, management, and enforcement of the company’s intellectual property portfolio, including patents, trademarks, and trade secrets. Work with internal teams and external counsel on IP strategy aligned with product development and global expansion. Litigation & Risk Management Manage all litigation, disputes, and claims, including product liability and commercial matters. Select and manage outside counsel, controlling costs and ensuring high-quality outcomes. Oversee risk mitigation strategies. Legal Operations Build and lead the legal function, including internal staff and external legal resources. Develop budgets, manage legal spend, and improve legal operations and processes. Foster a culture of ethics, compliance, and sound risk judgment across the organization. MINIMUM QUALIFICATIONS Knowledge, Skills and Abilities Strong business acumen with the ability to balance legal risk and commercial objectives. Deep understanding of regulatory, compliance, and quality requirements in a manufacturing environment. Excellent negotiation, communication, and leadership skills. Practical, solutions-oriented mindset with high ethical standards. Ability to work collaboratively with business clients and proactively become involved in business initiatives. Ability to interact effectively with associates at all levels in all businesses across North America and in countries where A-dec has a presence. Ability to interface and negotiate with legal representatives at dealers and suppliers. Ability to communicate clearly, concisely, and effectively. Good listening skills. Skilled at working independently and leading critical matters to conclusion with little supervision, while coordinating with other attorneys and stakeholders. Demonstrated ability to quickly establish trust and rapport within A-dec. Strong leadership skills to manage projects and influence decisions, with the ability to be persuasive in reinforcing the best interests of the company. Understands business implications of decisions. Strong analytical, organizational, and time management skills. Travel, including internationally as needed, to perform the duties of the job. Expert legal document drafting and research skills. Education and Experience Requires Juris Doctor (JD) from an accredited law school. Must be a member of the bar in good standing; admission to the Oregon State Bar preferred. 10+ years of legal experience in a relevant law firm or corporate setting. Experience as an Associate, Assistant, or General Counsel is preferred. Experience in medical devices, pharmaceuticals, or other healthcare-related experience is desirable. Experience in a manufacturing business is preferred. Experience in a global business with international distribution is preferred. Interested in Learning More? 180one has been retained by A-dec to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Chief Financial Officer

By Effie Zimmerman • December 23, 2025
Chief Financial Officer ABOUT THE COMPANY Superior Duct Fabrication is a market-leading fabricator of highly technical commercial ducting and specialty HVAC products, serving mission-critical end markets such as data centers, semiconductor manufacturing, healthcare, higher education, and industrial facilities. Founded in 2002 and headquartered in Pomona, CA, Superior operates out of five strategic manufacturing sites across the Western U.S. and Ohio, with a deeply experienced union workforce, vertically integrated operations, and a reputation for quality, speed, and reliability. In 2025, Seattle-based private equity firm Pike Street Capital made a platform investment in Superior to accelerate growth through geographic expansion, product innovation, and targeted acquisitions. With a strong leadership team, trusted customer relationships, and increasing demand for sophisticated air handling solutions, Superior is positioned for rapid, scalable growth. THE ROLE Superior is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of its private equity-backed, high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO, President, and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with deep manufacturing expertise and a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach—comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support—including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle—credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team and private equity sponsors on M&A add-on strategies and roll-up execution. Experience or understanding of value creation planning, reporting, and board-level communication. QUALIFICATIONS Bachelor’s degree in Finance, Accounting, Business Administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth manufacturing environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by Superior Duct Fabrication 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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