What assessment tools to use during selection process?

Previously, we discussed the recommended approach employers should take when searching for new talent. In this article, we will build upon that by exploring several assessment tools commonly used in the hiring process. We’ll evaluate their applicability, advantages, and limitations across different contexts.

The question of how to select the right candidate for a role is not new—research in this area dates back over a century. Thanks to this rich history, modern scholars and practitioners have access to extensive data on recruitment techniques. Some methods have stood the test of time, while others have faded into obscurity. Despite the vast amount of research available, there is still no universally applicable hiring solution—and rightly so. Today's jobs and workplaces are often radically different from those of the past, and even among modern organisations, hiring needs can vary significantly. Therefore, an individualised approach is essential for effective recruitment.

Personality and Aptitude Tests

One of the most widely used assessment tools in today’s recruitment market is personality and aptitude testing (Barauskaite & Streimikiene, 2021). These tests aim to categorise candidates’ personality types, attitudes, and cognitive abilities. In theory, such tools provide a clear metric for comparing applicants and identifying those with desirable characteristics. However, empirical evidence has shown mixed and inconsistent correlations between test results and actual job performance (Zell & Lesick, 2022).

The strength of this correlation can vary significantly depending on factors such as job type, team size, compensation level, and even working hours. That said, cognitive ability tests in particular have demonstrated a stronger link to job performance and are often recommended—provided that recruiters clearly define the traits they are seeking. Rather than relying on generic or "ideal" characteristics, employers should tailor their assessments to the specific demands of the role.

Situational Judgement Tests (SJTs)

Situational Judgement Tests (SJTs) are a less common but increasingly popular tool, especially in large-scale recruitment settings. SJTs present candidates with hypothetical workplace scenarios and ask them to choose the most appropriate responses. These choices are then evaluated against a predetermined scoring rubric (Rockstuhl et al., 2015).

Although SJTs involve initial development costs, they can be cost-effective for organisations processing large applicant pools—making them ideal for use in the early shortlisting stage. However, one potential downside is that SJTs tend to favor applicants with prior experience in similar roles. This can inadvertently filter out individuals with high potential but limited formal experience, thereby affecting the organisation’s ability to foster long-term talent.

Interviews

Finally, interviews remain a cornerstone of the hiring process, typically reserved for the final stages when fewer candidates remain. When conducted well—especially when using structured interview formats—they are among the most reliable and valid predictors of job performance. Numerous studies support the effectiveness of structured interviews in assessing candidates’ competencies and future job success.

However, interviews are time-consuming and resource-intensive, making them impractical for screening large numbers of applicants. It is unrealistic to conduct in-depth interviews with hundreds or even dozens of candidates, which can lead to missed opportunities. Recent advancements in AI have introduced alternatives such as pre-recorded, automated video interviews. While promising, these methods are still in their infancy and can pose ethical and legal risks if used prematurely. High-profile failures involving AI-based hiring tools—such as those seen at Amazon and Microsoft—underscore the need for caution and further validation before widespread adoption.

Conclusion

In summary, no single assessment tool is universally ideal for all hiring situations. Each method—be it personality testing, SJTs, or interviews—comes with its own set of strengths and limitations. Employers must carefully consider the nature of the role, the size of the candidate pool, and the organisational context before deciding which tools to implement. While structured interviews and cognitive ability tests have shown the most consistent validity, they should be complemented by other methods tailored to the job in question. A thoughtful, evidence-based approach to candidate assessment not only improves hiring accuracy but also supports long-term organisational success.

Barauskaite, G., & Streimikiene, D. (2021). Corporate social responsibility and financial performance of companies: The puzzle of concepts, definitions and assessment methods. Corporate Social Responsibility and Environmental Management, 28(1), 278-287.

Zell, E., & Lesick, T. L. (2022). Big five personality traits and performance: A quantitative synthesis of 50+ meta‐analyses. Journal of personality, 90(4), 559-573.

Rockstuhl, T., Ang, S., Ng, K. Y., Lievens, F., & Van Dyne, L. (2015). Putting judging situations into situational judgment tests: Evidence from intercultural multimedia SJTs. Journal of Applied Psychology, 100(2), 464.