Personality tests are used, for example, to support recruitment, improve teamwork and deepen understanding of employees' strengths. They provide insights into what team members are like or how they naturally react in different situations. In this article, we will briefly review some common personality tests used in the workplace. See also our article for a more in-depth look at the different personality tests.  

In the workplace, personality tests are sometimes also called tests that do not strictly measure personality but, for example, behaviours. In this article, I use the word personality test in its broad sense.

1. What are the different tests used?

Personality tests are designed to assess an individual's behaviour, thinking and preferences in different situations. There is a huge variety of tests on the market. In the following, we briefly present some of the most commonly used personality tests in Finland:

• • The Big Five is also known as the Big Five personality trait model. The test assesses personality along five axes: neuroticism, extroversion, openness to new experiences, agreeableness and conscientiousness. The Big Five is the most widely accepted view of personality in personality psychology. Compared to many other tests, the test provides a broader picture of a person's personality. It has often been used in academic research and psychological assessment. 

• • The Myers-Briggs Type Indicator (MBTI) is based on Carl Jung's theory of psychological types and divides people into 16 different personality types, such as "INTJ" (introvert, intuitive, thinking, reflective) or "ESFP" (extrovert, perceptive, emotional, spontaneous). The MBTI is one of the best-known and most widely used tests in the world, but its scientific validity has been criticised. Nevertheless, the MBTI is widely used in areas such as teamwork development and leadership assessment.

• • DISC focuses on four main characteristics: dominance (D), influence (I), stability (S) and conscientiousness (C). DISC analysis can be used to understand an individual's behavioural styles and interaction preferences. The test has been criticised for its reliability and validity. The four basic categories have also been considered too simplistic an approach to describe the full range of human behaviour. 

• • Belbin's team role test identifies the natural roles of an individual in a team, such as coordinator, implementer, ideator and finisher, and highlights how different ways of working complement each other. The test helps to understand the natural roles of team members so that a balanced team can be built, where different strengths complement each other. If there are tensions or conflicts within the team, the test can help to understand the working patterns of individuals and offer tips on how to improve interactions.

• • The 16PF personality test, or Sixteen Personality Factor Questionnaire, assesses 16 personality traits that describe a person's behaviour and thinking. The test helps to understand how traits such as emotional stability and dominance influence the way people act. For example, high emotional stability combined with low dominance may indicate calmness in stressful situations, but on the other hand, a person may not be at his or her best when making active and quick decisions.

• • The Emotional Quotient Inventory (EQ-i) is a test that assesses emotional intelligence - the ability to recognise, understand and manage your own and others' emotions and to interact effectively with others. The test focuses on five main areas: self-perception, interpersonal skills, decision-making, stress management and emotional expression. The EQ-i is used in the workplace to identify how individuals can develop their social skills and improve cooperation.

• • Other tests you may come across in Finland include the Hogan Personality Inventory (HPI), CliftonStrengths (formerly StrengthsFinder), Mirror and Enneagrams. Of these, the enneagrams have been little studied scientifically and have no real scientific basis.

The personality traits most commonly used in the workplace vary between being scientifically based and practical. Scientifically strong tests such as the Big Five and 16PF provide more in-depth insights into personality, while more practical tests such as the MBTI and DISC are popular because of their ease of use. It should be noted that several different personality tests can be built on the same theory and are sold under different names. It is important to choose a test that is reliable and scientifically valid. In addition to tests based on science, there are a number of tests, such as enneagrams, which are not based on science.

Before you decide to buy a psychological test, you should ask the representative of the test how the test has been validated, i.e. how its reliability has been tested. It is also worth noting the norm group of the test, which refers to the reference group to which each result is related. The norm group should be large enough and representative of the group for which you want to commission the test. A good norm group will match the population to be tested in terms of language, education and occupational group. For example, American CEOs may not be a valid reference point if you want to assess Finnish executives. 

If you want to learn more about the different tests, read more here. 

2. Personality test in the workplace, step by step

When a personality test is used in workplace development, the process usually proceeds as follows after the test has been selected:

2.1 How to perform the test

Each team member takes the test independently online. The test often consists of 50-250 questions that assess a person's behaviour, preferences and reactions in different situations. The questions can be, for example, an assessment of personality traits or choices that describe how the individual will act in certain circumstances. The test usually takes about 15-45 minutes to complete.

2.2 Personal report

After completing the test, each participant receives a personalised report describing their personality profile. The report contains information such as the person's strengths, potential areas for development and how they are likely to work in a team. The report often contains both quantitative data and textual evaluative content. Sometimes the individual test results are only shared at the next stage, where the results are discussed together.

2.3 Processing the results together

Next, the team meets for a joint session where the test results are discussed together, for example with an external coach or HR expert. This session will review the common themes that have emerged from the test results and discuss what these results mean for the team's performance. The aim is to increase understanding of the working patterns and behavioural profiles of team members.

2.4 Planning joint measures

Finally, the team plans concrete measures to use the test results in everyday life. This could include improving communication, clarifying team roles or adopting new ways of working that support better collaboration and efficiency. Monitoring is usually also agreed: how the team's performance has progressed. 

Ideally, the results of the tests are integrated into the development of staff and team performance. The results can be used to plan the development of the whole organisation. 

3. The benefits of personality tests in the workplace

Personality tests can bring many benefits to the development of a workplace community. The most important of these are described below:

3.1 Improving team communication and cooperation

One of the most significant benefits of personality tests is improved communication and cooperation between team members. When team members understand each other's personalities and natural ways of working, they can adapt their own communication to each other's needs. 

Example: if team member A has a high dominance (D) on the DISC test, he or she may value direct, fast-paced communication and clear performance targets. Team member B with high stability (S), on the other hand, may prefer a calmer, more detailed and careful approach. When team members are aware of these differences, they can adapt their own communication closer to the needs of others, reducing misunderstandings and promoting smoother collaboration.

3.2 Conflict prevention and resolution

Personality tests help to prevent and manage conflicts in a team. They can help identify potential sources of conflict before they develop into serious problems. By understanding how different personalities react in stressful situations, tensions can be anticipated and mitigated.

Example: the Belbin team role test can be used to identify that a team has several people with a strong "doer" role, focusing on task completion and detail. Such individuals may come into conflict with members who have an "idea-generator" role and are more focused on innovation and creative thinking. In such a situation, tasks and responsibilities can be designed to exploit the strengths of both roles, thus reducing the risk of conflict.

3.3 Increasing self-awareness and understanding of others

Personality tests can increase both self-esteem and understanding of others in the workplace. By learning about their own and their colleagues' personalities, employees can develop empathy and learn to appreciate each other's different strengths and areas for development.

For example, the Big Five personality test, which assesses levels such as extroversion and neuroticism, can help a person understand why they feel stressed or overloaded in certain situations. This information can help them to develop strategies to manage stress or to use their strengths more effectively at work. In addition, looking at other test results can improve understanding and cooperation between team members.

3.4 Improving staff satisfaction and productivity

When employees know themselves and their teammates better, they can work together more effectively. This often leads to increased satisfaction as people feel accepted and valued as themselves. A better understanding of personalities can also help to target development efforts and resources more effectively.

Example: a team using the Myers-Briggs Type Indicator (MBTI) can identify how to capitalise on the different personality strengths of team members. INTJ types (Introvert, Intuitive, Thinking, Reflective) can focus on strategic planning and analytical thinking, while ESFP types (Extrovert, Perceptive, Emotional, Spontaneous) can bring energy and practicality to client projects. This clarification of roles and responsibilities can increase job meaningfulness and employee satisfaction, and improve team productivity.

3.5 Developing and supporting leadership skills

Personality tests can be a valuable tool for developing and supporting leadership skills. They help to understand what personality traits support effective leadership and where there may be room for improvement. Leaders can learn to identify their own strengths and areas for development, which can help them to adapt their leadership style to different situations.

Example: for example, managers and executives with high social courage as measured by the 16PF can be offered opportunities for public speaking and influencing, while those with high alertness and abstractness can be used to assess strategy. Test scores like these help organisations to capitalise on the strengths of their leaders. On the other hand, identifying areas for development allows training and resources to be properly targeted, thus promoting effective leadership and improving the performance of the whole team.

4. How to use personality tests responsibly?

The use of personality tests in the workplace can bring many benefits, but attention must be paid to ethics and responsibility in their use. If misused, they can lead to misunderstandings and unfair decisions. Here are some key principles:

4.1 Respect privacy and confidentiality

Test results are personal and should be kept confidential. They should only be shared with the permission of the person concerned and used to support development, not to discriminate.

Example: test results are stored securely and used only for things like development discussions or internal team development, so that everyone can share what they want to share with the team. 

4.2 Clarify the purpose of the test results

It is important to communicate clearly to employees the purpose for which the test results will be used, in order to reduce doubt and increase trust.

Example: before the test is carried out, explain how the results will be used, for example, in development plans or to improve teamwork. Openness and confidentiality help to increase a sense of security and employee engagement.

4.3 Don't use test results as the sole basis for your decision making

Test results should not be the sole criterion for decision-making, such as recruitment. They should be combined with other assessment methods.

Example: if the DISC test shows that a candidate has a high influence (I), this alone is not enough to show that he or she is suitable to be a manager. Previous work experience, references and interview results should also be taken into account.

4.4 Provide training and support to understand the results

Without proper assistance, interpreting test results can be challenging and lead to erroneous conclusions. When interpreting tests, use the help of a professional who is familiar with the test to ensure the correct interpretation of the tests.

Example: always organise a joint event after the test, where experts explain the interpretation and meaning of the test results and how they can be used in practice. This will help ensure that the limitations and benefits of the tests are properly understood.

These principles help to ensure that personality tests are used ethically and add real value to the workplace.

5. FAQ: frequently asked questions 

When personality tests are used, there are often questions and even suspicions in work communities, which may be based on bad experiences or misunderstandings. It is important to understand the potential and limitations of tests in order to use them effectively and fairly. Here are answers to some of the most common questions.

5.1 Are personality tests reliable?

The reliability of personality tests depends on their validity (the ability of the test to measure what it is intended to measure) and reliability (the consistency of the test results over time). Some tests, such as the Big Five personality test, are considered scientifically valid and reliable. On the other hand, most tests have been criticised for not always meeting scientific standards and for not always providing consistent results. One of the benefits of the different tests is reflection on one's own performance, which at its best expands into a collective discussion within the team about how the different behaviour of members in situations reflects the different personalities of team members and how the team can make better use of the strengths of its members. To achieve this discussion, a debriefing session led by a professional who knows the test well plays an important role.  

5.2 Can personality tests be used to assess an employee?

Personality tests should not be used as the only method of assessing an employee. Test results provide useful information about a person's tendencies and working style, but they do not give a complete picture of an employee's skills or aptitude. Personality testresults should always be combined with other assessment methods such as interviews, references and performance appraisals.

5.3 Can personality test results change over time?

Yes, personality test results can change over time, especially with life changes or new learning. However, the results of the highest quality tests, such as the Big Five personality test, tend to be fairly stable because they measure basic traits that do not change easily. It is important to understand that test scores reflect a person's personality at a given moment and can vary over time.

5.4 What to do if someone in your team objects to personality tests?

If someone in your team objects to personality tests, it is important to listen to their concerns. It is also a good idea to clearly describe the purpose and benefits of the tests. Emphasise that the test results are confidential and will only be used for development purposes. Describe that the test can provide useful information for the person him/herself and increase self-understanding. Offer the possibility of voluntary participation and make sure that everyone understands that the tests are only one tool in the development of the organisation and not an evaluation tool.

5.5 How often should personality tests be used in the workplace?

The frequency with which personality tests are used depends on the needs of the organisation. In principle, human personality is quite stable, so there is usually no need for repeated administration of the same test. Tests can be used, for example, as part of employee induction, in team reorganisation or to develop team dynamics. Some organisations may use the same test to profile their employees on a long-term basis, others may use different tests in different ways depending on the situation. The development of teamwork, team spirit or self-awareness can also be done through methods other than tests.  

5.6 Can personality tests lead to stereotypical thinking?

Personality tests can lead to stereotyping if they are interpreted too narrowly. It is important to understand that test results only provide one aspect of a person's behaviour and do not fully reflect the whole personality. To avoid misunderstandings, test results should be used as part of a broader discussion and to ensure that they support the growth of the individual.

5.7 What to do if the test results do not seem to reflect the person's real behaviour?

If the test results do not seem to reflect the person's actual behaviour, you can discuss the issue with the person and review the results openly. It is a good idea to involve a professional who is familiar with the test and who commissioned the test. Test results may reflect temporary emotions or circumstances and do not always give a complete picture of the person's personality. A joint review can help to understand why the results differ from the observations and how the test results can be used to best advantage in the workplace.

When using psychological tests, it is important to avoid overly straightforward or categorising interpretations. Psychological tests are as much a tool as a saw or a hammer. Even the best carpenter cannot do a good job with bad tools. On the other hand, a good saw and hammer do not guarantee a quality result; the operator must be a skilled professional. At their best, when interpreted in skilled hands, psychological tests can increase self-awareness and give participants insights into their strengths and natural ways of working in different situations. Understanding these and discussing the topic together as a team can help the team function more smoothly and build trust.