Identify and Demonstrate 2 Personality Development Tools-Caliper Profile and Disc Assessment

Abstract

The report entitled –“Identify and Demonstrate 2 Personality Development Tools-Caliper Profile And DISC Assessment” elucidates what makes a good personality assessment that will deliver the insights needed to make the right hire. Not all assessments are created equal, and one should feel confident the one being used will deliver solid business results. There are many examples of fun assessments that could reveal a candidate’s style. However, such assessments can only reveal so much. In fact, many of these assessments are often misused — using development-related assessments for hiring or making critical hire decisions based on only four personality characteristics. An effective assessment should measure work-related traits and behaviors that will directly correlate to the position. Work has become more strategic, with low-level tasks being more automated while critical- thinking tasks are left to humans. For this reason, a quality assessment should also measure cognitive ability — does the candidate have the traits necessary for critical thinking decisions? Assessments should also measure an employee’s ability to adapt and evolve. Roles are constantly changing, and research suggests that 65 percent of the jobs the latest generation will perform over their lifetime don’t yet exist. Since roles aren’t stagnant, candidates will need adaptability and flexibility in their job roles. Assessments should be able to measure how well employees will change as their job requirements shift. How do one know an assessment is good? To be considered for use, assessments should be compliant with state and federal laws and have a limited degree of fake-ability using forced-choice or some other validated methodology. To get the most out of the assessment, it should be long enough to generate meaningful insights and be useful in more than just hiring — quality assessments can be used for employee development as well.2 Organizations might face challenges securing buy-in from senior leaders for using personality assessments as part of their hiring process. There might not be enough budget or the right skills on the hiring team to implement an assessment phase. Organizations might believe assessments are only something large organizations do, and aren’t worth their time. Additionally, some leaders may have had a poor experience using assessments in the past, often due to the improper selection of an assessment provider or misuse of an employee assessment solution. As a result, many organizations miss a key opportunity for improving their process.