Personality plays a vital role in describing the individual’s dominant characteristics. Human resource professionals need to understand the importance of personality in hiring a potential applicant. Although a candidate may have all the necessitated qualifications for the position, if their personality does not match the skills required for the position, the candidate may not be the best fit. For example, in hiring a new manager, a human resource professional may want the new hire to be open, agreeable, and a strong communicator. In reviewing personality traits, the human resource professional would want the person to be extroverted. Although it may initially appear that the candidate has all of the qualifications, if the human resources department fails to assess the individual’s characteristics, they may later discover that the newly hired manager is not the best fit for the position (Gilmore & Williams, 2012).
Although many acknowledge the importance of personality in determining whether or not a candidate is a good fit for a position, there are multiple theories of personality development that may influence the information the human resources manager receives. For example, Myers and Briggs is one commonly used personality assessment that relies heavily on Jungian theory (Washington Post, 2012). In using Myers and Briggs, a human resource professional can explore the four different categories of personality identified by Jung. Specifically, the human resources professional can determine whether or not the individual is introverted or extroverted, intuitive or a sensor, a thinker or feeler, or a judger or perceiver. Each unique category of the Myers and Briggs assessment helps human resources professionals to identify critical information that may affect the way the employee performs.
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In exploring the benefits of using the Myers and Briggs assessment in determining the individual’s dominant personality characteristics, the Washington Post (2012) argues that Myers and Briggs is the most commonly used personality assessment in the world. Furthermore, the Washington Post found “more than 10,000 companies, 2,500 colleges and universities and 200 government agencies in the United States use the test” (para. 2). The popularity of this personality assessment is in part due to the fact that this assessment is widely accessible and inexpensive to administer. Although some companies hire industrial psychologists to administer this personality assessment, it is also possible for human resources professionals to administer the assessment themselves. In order to purchase a copy of this personality assessment, one simply needs to go on the Myers and Briggs website. Through this website, an individual can purchase the assessment, scoring chart, and a book describing the various attributes of each unique personality type (Myers and Briggs, 2014).
One of the most common reasons the Myers and Briggs is used throughout the world is it allows the human resources professional to explore which one of the sixteen different personality types the individual exhibits (Washington Post, 2012). In exploring the unique personality type, the human resources professional can develop a better understanding of the candidate’s strengths and weaknesses. Furthermore, the human resources professional can develop a better understanding of how the individual will behave in certain situations. Long-term, this may help the human resources professional to predict whether or not the potential candidate is the best fit for the job.
Yet some companies question whether or not spending the additional money and time administering a personality assessment to potential employees is worth both the time and energy. Furthermore, companies that have multiple vacancies and lots of applicants may believe that it is more financially feasible for the human resources department to go with the candidate they believe would be the best fit. However, these companies are not considering the long-term costs of hiring the wrong employee for the position and how this mistake will affect the company long-term. The cost of hiring the wrong employee really depends on the individual position. For example, replacing a low waged employee ($30,000 or less) may initially seem minimal. Despite this initial perception, companies operating on tight margins may miss their target sales/operating costs, if they hire the wrong employee. In higher paid positions, the cost of hiring the wrong employee is substantial. As addressed by CBS News (2012) “the cost of losing an executive is astronomical- up to 213 percent of the employee’s salary” (para. 4).
In considering the cost of hiring the wrong employee, employee turnover, and the cost of having existing employees assist in completing tasks ascribed to the vacant position (overtime, stress on the employee, etc.) the cost of administering the Myers and Briggs assessment is minimal. Furthermore, in ensuring that companies hire the right candidate for the job, they can save themselves an excessive amount of money, the hassle of hiring new employees, and ensure the company is positioned with the best employees to ensure the company prospers long-term.
- Gilmore S., Williams S. (2012) Human Resource Management. New York: Oxford University Press.
- How much does it cost companies to lose employees? (2012) Retrieved from: http://www.cbsnews.com/news/how-much-does-it-cost-companies-to-lose-employees/
- Myers & Briggs: Does it pay to know your type? (2012) Retrieved from: http://www.washingtonpost.com/national/on-leadership/myers-briggs-does-it-pay-to-know-your-type/2012/12/14/eaed51ae-3fcc-11e2-bca3-aadc9b7e29c5_story.html
- Purchasing Material (2014) Retrieved from: http://www.myersbriggs.org/using-type-as-a-professional/purchasing-materials/
