It seems intuitive that since humans are such dynamic entities, there is a need to assess candidates for what they are… a whole person. It’s that whole person that will be performing in the job, not just a certain part of them. Understanding the relative importance of capability, results, behaviour, passion, purpose and mindset is paramount. Only then can you gather well-rounded evidence of the whole person. To achieve the most from the psychometric tools available, practitioners should encourage the use of combined contributions as opposed to honing in on a single piece of evidence. Our assessment model echoes this necessity, as well as the need for contextualising the data into the wider role and organisation context. To look at a single element in isolation adds little value; combining data in a graphic equaliser approach can give us much more powerful predictions of performance.
Different tests have different purposes, and they must only be used as part of a suite of tools and HR practices. “Psychometrics need to be context-dependent,” says Knight. “No single tool should be used in isolation. It’s not about either/or. It’s over and above.”