This document discusses challenges in using personality evaluations as part of the employment process and how to address them. It notes that personality evaluations should be one part of a structured employment process that also considers the judgment and experience of hiring managers. While personality evaluations can provide useful insights, they do not present a complete picture of a candidate. The document outlines several approaches companies can take to balance insights from evaluations with other factors, such as clearly defining job requirements, distinguishing compensatory and non-compensatory hiring criteria, and considering the reliability of evaluation results. The goal is to develop an effective and balanced employment system.

1. Employment evaluation
This is totally understandable, as personality evaluations correspond a relatively new
field for most specialists, and correct interpretation of their outcomes demands
experience and training. How these difficulties will be resolved will influence the
results of employment procedure.
Before moving into more details around these difficulties I want to attract attention to
problem of utilizing a systematic approach to employment. My point of view is that
efficient employment requires a structured set of items: personality evaluation,
judgment and experience of personnel responsible for making employment
conclusions.
This coming entails that employment has to be considered as a set of actions projected
to speed up a dialogue with potential candidates, to make informed prognostications
about common fit between the applicant and the corporation.
A process is founded on the issue that there are levels of data to be collected via a
communication between an applicant and hr professional. This communication will
most likely require a wide set of data spread across various platforms.
If systems highly automatic, some of the communication may never require any direct
contact between job candidate and human resources department.
No matter how it passes, as this communication advances, each party tries to get more
information about the other by garnering the data required to make conclusion.
It is crucial to understand that personality evaluation is only one portion of this
process, and that, while personality evaluation can supply much of information about
potential candidate at several levels of the process it is are not planned to present the
whole picture. Preferably, personality evaluation outcomes should be the one of many
parts of information to help expert in making conclusion.
Organizations that are doing it correctly, try to strike a balance between information-
gathering process, to guarantee the accuracy of the predictions, and the cost in dollars
and time. It can be achieved through the use of automating portion of the making
decision process most normally via the utilization of methods that can speedily find
out applicants who do not have basic qualifications to do the job.
It is not complex to do. This early step helps to remove those applicants with whom
no further contact is needed. Pre-employment personality evaluations are the key part
of this interaction. Optimizing the utilization of personality evaluations is critical for
successful employment.
I see next complications related to the optimal usage of personality evaluations within
a correctly defined employment process.

2. One of them is how to combine data rendered via personality evaluation methods with
the skillful opinion of recruiters and employment managers. Balanced approach to
working out this challenge leads to the employing top talent.
When and why should you remove candidates which passed personality
evaluation?
The negative news is that there is no one universal formula for how to handle this
complexity. The solution is totally dependent on the situation in which the personality
evaluation is being applied. The positive news here is that there are various methods
that companies can apply to manage this complexity. These approaches all involve
exact projecting the development of the employment system.
1. it is critical for HR department to take time for documenting job requirements.
Then conclusion about moving out candidate from consideration will be made on
work-related criteria only.
Normally personality evaluation tools already have guidelines for HR specialists.
These guidelines will give you useful information about workplace-related
behavioural qualities candidate has to possess. These guidelines will give you useful
information about workplace-related behavioural qualities candidate has to possess.
Personality evaluation tool will measure candidate's job compatibility in percentage.
There are other things that can assist you.
2. Defining compensatory, and non-compensatory parameters of your employment
process.
Non-compensatory parameters are a hurdle that prevents applicant to occupy selected
job position. Compensatory parameters allow some applicants with low or medium
score in some sphere compensate their job fit with high score in another important
area.
Good organized employment system should utilize compensatory and non-
compensatory parameters. Balancing the utilisation of these methods within the
employment process is crucial for building effective employment system. It
eliminates human's factor. For instance, experienced HR specialists can handle
compensatory and non-compensatory parameters, and make right decision, while less
experienced people may imply a more stiff system that produces decisions for them.
Reliability of personality evaluation results.
In order to help specialists to make right decision we use Reliability Indicator. This
indicator ranges from 0% to 100%, and reflects the reliability of respondents' answers.
It analyzes such factors as contradictions and consistency in answers and aspiration to
select or keep off edge answers. You can consider results as high reliable if indicator
score is 80% or higher. In case of 70% to 80% - moderately reliable, and less then
70% - not reliable.

3. Reliability Indicator reveals how strongly hr specialist can rely on evaluation
outcomes. If Reliability Indicator is high and report displays unacceptable qualities,
specialist can remove applicant from further procedures. If Reliability Indicator is
low, and report displays unacceptable qualities, then more thorough probes required
on points raised via testing procedure.
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