"Psychometric Testing is Useless (Unless You Do This First)"

Psychometric testing has become a standard part of many hiring processes. Personality profiles, cognitive assessments, behavioural inventories—the options are endless.

But here’s the hard truth: most companies are wasting their money on these tests.

Not because the tests don’t work. They can be highly effective. The problem is how they’re used.

The Missing Piece

When a hiring manager reviews a candidate’s psychometric profile, they’re looking at it in isolation. They see results like “high conscientiousness, moderate extraversion, low agreeableness” and try to decide if that’s good or bad for the role.

But good or bad compared to what?

Here’s what most companies miss: the test is only useful if YOU’VE taken it too.

Know Yourself First

Before you can evaluate whether a candidate’s profile is a good fit, you need to understand your own profile. And your team’s. And the profile of people who’ve succeeded in similar roles at your company.

When you know your own psychometric profile, you can ask meaningful questions:

This candidate is highly detail-oriented—will that complement my big-picture thinking or create friction? Their profile suggests they prefer autonomy—does that work with my management style? They’re more introverted than me—am I prepared to adjust my communication approach?

Without this self-knowledge, you’re essentially reading horoscopes. The results sound meaningful but provide no actionable insight.

How to Actually Use Psychometric Testing

If you’re going to invest in psychometric testing for hiring, do it properly:

First, have yourself and your existing team complete the same assessment. Understand the profiles that work well together and those that create tension.

Second, define what you’re actually looking for. Don’t just test candidates and hope the results tell you something useful. Know in advance what profile characteristics matter for this specific role.

Third, use the results as conversation starters, not verdicts. A “concerning” result might indicate a candidate has exactly the different perspective your team needs. Or it might be a genuine red flag. The test can’t tell you which—only further exploration can.

Fourth, remember that people are more than their profiles. A test captures tendencies, not absolutes. A candidate with “low assertiveness” might have developed excellent assertiveness skills through conscious effort.

The Real Value

When used correctly, psychometric testing can:

Help you understand potential friction points before they become problems. Guide onboarding and management approaches for new hires. Identify development areas you can support. Build more balanced, effective teams.

When used as a standalone screening tool, it’s expensive astrology.

Before Your Next Hire

If you’re planning to use psychometric testing in your hiring process, answer this question first: have you completed the same assessment yourself, and do you understand what the results mean for how you lead and interact?

If not, start there. The investment in self-knowledge will make every future hiring decision more informed—whether you use formal testing or not.