Psychometric testing interpreted by a registered psychologist

Recruiting the right people is crucial to the success of any business. Making good hiring decisions can be challenging, but psychometric assessments offer a reliable and objective way to help employers find the best candidates for any role.

What are Psychometric Assessments?

Psychometric testing tells you things about a candidate that a CV and interview can't - how they think, how they solve problems and how they're likely to work. Used well, it's one of the better predictors of job performance. The key is interpreting the results properly, which is why every test I run comes with a report and a debrief.

Why are Psychometric Assessments useful?

  • Fairer selection: Traditional recruitment methods, like interviews and CV reviews, can be influenced by unconscious bias or first impressions. Psychometric assessments offer a standardised way to compare all candidates equally, making the process fairer and more consistent.
  • Better job fit: Psychometric assessments help identify candidates whose abilities and personalities match the requirements of the role and the company culture. This increases the likelihood of hiring someone who will perform well and stay longer in the job.
  • Accurately predict performance: Research shows that psychometric tests can be effective predictors of future job performance, especially when combined with other selection methods. They help employers look beyond experience and qualifications to find candidates with the right skills and attitudes.
  • Efficient screening: Using psychometric assessments early in the recruitment process can help screen out unsuitable applicants, reducing the time spent on interviewing and onboarding the wrong people. This can lower recruitment costs and minimise staff turnover.
  • Eliminate bias: Structured, data-driven assessments reduce the impact of personal opinions or stereotypes. This supports diversity and inclusion by giving all candidates an equal chance based on their abilities and potential.

How I run testing

All testing is done online. Candidates get a link and usually have 48 to 72 hours to complete it.

  1. Cognitive ability tests take about 30 minutes and are timed.
  2. The personality profile takes 30 to 45 minutes.
  3. I review the results and write a report tailored to the role.
  4. I debrief the hiring manager on the report.
  5. I debrief the candidate too, with a focus on their development.

When to use it

  • To screen candidates before interviews.
  • To help with a final decision between shortlisted candidates.
  • For leadership and team development with your current staff.

Why it helps

  • It's consistent. Every candidate does the same assessment and is measured the same way.
  • It reduces bias. Structured assessment relies less on first impressions than an interview on its own.
  • It predicts performance. Research shows testing is a useful predictor, especially alongside a well-structured interview.
  • It saves time. Testing early helps you focus your interviews on the strongest candidates.

Development

I also use personality profiles for development. They help leaders understand their natural style and the areas they want to work on, which makes it easier to lead and support their teams.

Get in touch to talk about testing for your next role.

The tests I use

I use Talegent, a New Zealand company that compares candidates with people from New Zealand and Australia rather than global averages. A test score only means something when it's compared with a relevant group, so local comparisons give you a much fairer picture of how someone will fit here.

What the tests measure

  • Cognitive ability: numerical, verbal and logical reasoning. This shows how quickly someone learns and works through problems.
  • Personality: working style, motivation and how someone is likely to behave at work. It doesn't measure skills or knowledge.
  • Situational judgement: how someone responds to realistic work scenarios.

Talegent is based in New Zealand and specialises in using local norm* groups from Australia and New Zealand. That means when candidates take their assessments, they're being compared to people from our region - not to global averages that might not reflect our unique workplace culture or expectations.

(*) Norm groups are basically comparison groups. When someone takes a psychometric test, their results are only truly useful if we have something to compare them to. A norm group acts like a benchmark—it’s made up of people who have already taken the same test, and who are similar in terms of location, role, or industry.

Without a norm group, test scores are just numbers. But with a norm group, we can see how a candidate’s results stack up against others who are relevant to our context. For example, how does a candidate in New Zealand or Australia compare to others in similar roles locally? This makes the interpretation fair and meaningful, and helps ensure we’re making informed decisions.

 

Cognitive ability

We use cognitive ability tests to quickly assess how well candidates think, solve problems, and learn new information. These assessments are typically timed and cover several key areas:

  • Numeric tests: Evaluate how applicants work with numbers and solve mathematical problems.
  • Verbal tests: Measure their ability to understand and effectively use written information.
  • Logic tests: Look at how well they can spot patterns and apply logical thinking.

By using these tests, we aim to identify candidates who are most likely to succeed in the role offered.  Ensuring you select individuals with strong problem-solving and learning abilities.

Personality

A personality test is a tool used to understand a person’s natural traits, behaviours, and preferences. These tests often ask questions about how someone thinks, feels, and acts in different situations. Employers use personality tests to find out if a candidate’s style fits the job and the team. The results can help with hiring, building teams, and improving communication at work.

Personality tests are not designed to measure skills or knowledge; rather, they provide insight into an individual’s inherent characteristics and motivations.

Development

When it comes to leadership, personality tests can play a key role. They help future and current leaders recognise their leadership style, identify areas they might need to develop, and understand how to better motivate and support their teams. By knowing their own personality traits, leaders can adapt their approach to suit different situations and team members, leading to more effective and positive leadership.

A developmental personality test offers valuable insights that can lead to better teamwork, stronger leadership, and personal growth.

How Selectio testing works...

All our psychometric testing is conducted online. Candidates receive test links and usually have 48 to 72 hours to complete their test. Cognitive ability tests take about 30 minutes (and are timed), while the personality profile, which includes several hundred questions, typically takes 30 to 45 minutes. Once the tests are finished, an Industrial-Organisational Psychologist reviews the results and prepares a written report tailored to the role applied for. The hiring manager receives a full debrief along with the report. Candidates also receive a results debrief from the Psychologist, and any areas needing follow-up are discussed. Our debriefs are focused on supporting each candidate’s personal and career development.

Are you looking to make informed hiring decisions or support your team’s growth? Request our comprehensive psychometric testing to gain valuable insights into your candidates’ strengths and potential. Contact us to discuss how our cost-effective assessments can be tailored to your organisation’s needs.

References

  • Arthur, W., Day, E. A., McNelly, T. L., & Edens, P. S. (2003). A meta-analysis of the criterion-related validity of assessment center dimensions. Personnel Psychology, 56(1), 125-153.
  • Robertson, I. T., & Smith, M. (2001). Personnel selection. Journal of Occupational and Organizational Psychology, 74(4), 441-472.
  • Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.