Psychology-based assessments are not new; in fact they have been used for personnel selection since World War I. One hundred years later, their use has broadened, their science has developed, and research has proven the link between assessment results and job success.
It is well documented that two clear components link to career success: cognitive ability and conscientiousness, which appear to relate to performance across virtually every job and organisation. From measuring just these two variables it is possible to account for 20-30% of the variance in job performance across a wide variety to roles (American Psychological Association, 2004). Studies have also shown that successful job performance is a product of technical knowledge and appropriate personality traits (Nauert, 2013).
Cognitive ability assessments measure how well a candidate can process information and solve problems in areas such as verbal, numerical, and logical reasoning. These are typically used as part of a selection process and, as previously mentioned, are one of the key elements which feed into predicting job performance.
Personality assessments on the market today are often quite versatile. They tend to have applications which are appropriate for use throughout an employee’s time with an organisation: from selection to team integration and performance, individual development, transition to new roles and areas, and even moving on.
So how can cognitive ability and personality be best utilised in an organisational setting?