Leveraging assessments in HR is kinda like a double-edged sword.
Hear me out: they can offer valuable insights that you might never have learned BUT they can also create bias, foster an over-reliance on scores and hinder a candidate’s experience.
I’ve never met an HR person who didn’t have some opinion on assessments and how they’re being leveraged in workplaces.
Why do they spark such strong reactions?
The million dollar question!!!
To help us unpack this, I spoke with the brilliant Dr. Dana Pollet, an Industrial and Organizational POsychologist who knows a thing or two about how assessments work (and why they sometimes don’t).
Whether guiding leaders through tough decisions, helping teams work better together, or turning research into actionable insights, she’s a go-to resource for clarity and impact!
Through her work as an applied IO psychologist, Dr. Pollet aims to help leaders grow, support employees in building meaningful careers, and create workplaces where both people and businesses can flourish.
So buckle up, nerds, and let’s get into it!
Why Are Assessments So Unsettling?
Confession: I hate tests. Always have.
The moment I see an assessment, my anxiety spikes.
What are they really testing for? Are they judging me?! Am I going to fail?! Especially when I see D: All the above.
Like, why you gotta trick me like that!!!!
But it turns out I’m not alone.
According to Dr. Dana, assessments can feel distressing.
There’s often a fear that the results will be used against you—like a spotlight on your flaws.
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But that’s not how they should be used. Properly designed assessments are tools for growth, not weapons for rejection.
So, if you’ve ever felt like assessments are designed to make you feel small, you’re not wrong—but the problem might be how they’re being used, not the assessments themselves!
What Can Assessments Actually Tell Us?
The thing is that assessments aren’t magic, but they’re not meaningless, either.
When they’re done the right way, they can:
✅ Provide valuable insights into how someone might perform in a role
✅ Strengths
✅ Areas for growth
As Dr. Dana puts it, assessments can predict job performance by measuring traits like cognitive ability, personality, and skills.
So they’re not about boxing people in—they’re about understanding how someone’s natural tendencies align with what a role requires.
Sounds a lot better when you put it that way, doesn’t it?
For example, if a role demands independent work but a candidate thrives in collaborative environments, that’s not a dealbreaker. It’s a conversation starter!
📖 A personal story: I worked in government consulting for about 1 year. I took that job after I had worked at my FIRST startup. I declared to all my friends and mentors that I needed a break from startups. I was looking for some structure, clear deliverables and a stable environment. At that job I got all those things and a slower moving environment but I hated my job. I dreaded going in every day and started to wonder if I just wasn’t good at the job. Eventually I left that role and would go on to work at 3 more startups.
When I took The Predictive Index’s Behavioral Assessment and learned I was a Persuader there was one line in my report that really stood out to me:
“Will become impatient and less effective if required to work primarily with repetitive routines and details.”
So, it turns out that that job wasn’t actually one that was best suited for me and my preferences!!!!
But don’t forget assessments should be one data point, not the whole story!
Why Is There Hesitancy Around Assessments in HR?
I texted a bunch of HR friends about assessments, and the responses were…all over the place.
Some love them, some hate them, but most are lukewarm.
Why the mixed feelings?
Dr. Dana’s thoughts on this are that people dislike assessments because they can feel reductive.
After all, no one wants to be summed up by a score or a paragraph!
Plus, if the results don’t align with how we see ourselves, it’s easy to dismiss them as invalid.
She also points out that bad experiences (like being rejected after an assessment without explanation) can leave a sour taste.
Transparency is key, and it always has been.
Candidates deserve to know why they’re being assessed and how the results will be used!
The Predictive Index: A Case Study in Assessments Done Right
The Predictive Index (PI) understands this better than most because they’ve been in the assessment game for decades.
Unlike fly-by-night AI tools or pseudoscientific personality tests, PI’s assessments are built on rigorous research and designed to be fair, valid, and job-relevant! They know a thing or two considering they’ve been in the biz for 70 years! YUP you read that right!
Here’s what sets PI apart:
- Fairness: PI’s assessments are designed to avoid bias and discrimination, ensuring they’re fair for all candidates.
- Actionable Insights: Instead of reducing people to a score, PI provides insights that hiring teams can use to ask better questions and make informed decisions.
- Post-Hire Value: PI’s tools don’t stop at hiring. They help managers understand their teams, identify strengths, and create development plans that actually work.
What Can Assessments Tell Us That We Don’t Know?
Ideally, assessments are supposed to help you uncover hidden strengths and caution areas.
For example, they might reveal that a quiet team member thrives in structured, detail-oriented tasks—something their manager might not have noticed. Go figure.
Dr. Dana adds that assessments can also improve workplace relationships!
When you understand your colleagues’ preferences, it’s easier to communicate effectively and avoid unnecessary conflict. We got enough of that already!
Imagine knowing that your blunt coworker isn’t being rude—they’re just trying to be efficient.
TBH: that kind of insight can transform team dynamics.
The Bottom Line: Assessments Are Tools, Not Truths
Here’s the takeaway: Assessments are only as good as the people using them.
When used responsibly, they can reduce bias, improve hiring decisions, and even strengthen workplace relationships.
But when misused, they can feel invasive, unfair, and downright frustrating.
As Dr. Dana said, assessments shouldn’t be a single source of truth.
They’re a starting point, not the final word!
The key is to use them as part of a broader, more holistic approach to hiring and development.
So, should you use assessments in your HR strategy???
The answer is yes—but with caution.
Choose tools like The Predictive Index that are backed by science and designed for fairness.
Be transparent with candidates about why you’re using assessments and how the results will be used.
🔮 And remember: assessments are tools, not crystal balls. 🔮
At the end of the day, the goal isn’t to fit people into boxes, it’s to help them thrive.
And if that means taking a test or two along the way, so be it.
Now, go forth and assess responsibly.
P.S. If you’re curious about The Predictive Index, check them out here. Your HR toolkit will be better off for it.
