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Personality Tests for Hiring: A Guide

Which personality questionnaires are fit for hiring, and how do you use them responsibly?

The established personality and work-style instruments employers come across, what each one measures, whether it is built for hiring, and how to use it responsibly. Filter by selection-grade, development-only or integrity tools.

How personality tests fit into hiring

A personality questionnaire describes how someone typically prefers to behave at work. It does not measure skill, and no score is right or wrong in general, only more or less relevant to a particular job. Selection-grade instruments are built and checked for workplace decisions and come with norm groups to compare results against. Development tools, such as type and style profiles, are designed for self-awareness and team discussion. Use either kind as one input alongside a structured interview and a work sample, never as the only reason to hire or reject.

Big Five (Five-Factor Model): Openness, conscientiousness, extraversion, agreeableness and emotional stability: the main research model of personality.
Selection-grade: Built and documented for workplace decisions, with norms and evidence that results relate to job performance.
Norm group: The comparison population a candidate's scores are measured against, such as managers or graduates in a region.
Type indicator: A tool that sorts people into categories (such as MBTI types), designed for development rather than selection.
Integrity test: A questionnaire about attitudes to honesty, rules and safe behaviour at work.

Good vs poor use of personality tests

The same instrument can be used well or badly. These are the most common differences.

Good use	Poor use
Pick scales from a job analysis (e.g. attention to detail for an auditor)	Screen everyone against the profile of your current top performer
Use the report to choose follow-up interview questions	Reject candidates automatically below a personality cut-off
Use a selection-grade instrument for hiring decisions	Ask candidates for their MBTI type or DISC style in the job ad
Ask the vendor about Arabic versions and regional norm groups	Assume an English-only test works the same for every candidate
Explain the purpose, get consent and offer a feedback summary	Run the test without telling candidates how results are used or stored

Copying your current top performer's profile tends to clone one type of person and can bake in bias. Start from the job, not the jobholder.

Before you use a personality test

This page describes instruments; it does not rate or endorse any vendor. Ask each publisher for evidence that the test works for roles like yours.
Never use a personality result as the only reason to reject someone. Combine it with a structured interview, a work sample and references.
Ask whether an Arabic version and a relevant regional norm group exist before using any instrument with GCC candidates. Do not assume they do.
Personal data laws apply in the UAE, Saudi Arabia and across the GCC. Get consent, limit who sees results and set a retention period.
Offer adjustments for candidates with disabilities, and make sure a test in a second language is not screening people out for language rather than personality.

Build the rest of your hiring process

Personality results work best as prompts for interview questions. Turn them into a fair final stage with the interview scorecard template and behavioural interview questions. For job-related skills, pick a work sample or trade test from the skills assessment picker, and screen practical skills with the typing speed test or the English test for employees.

Frequently asked questions

Should I use a personality test in hiring?

It can help, as long as it is a selection-grade instrument, linked to what the job needs, and used alongside a structured interview and a work sample. It should inform your questions and your judgement, not replace them. If you only have budget for one thing, a good structured interview and a realistic work sample usually tell you more.

Can I use MBTI to hire people?

No. MBTI is not designed for hiring decisions and its publisher says it should not be used for selection. It is meant for self-awareness, team communication and development after someone has joined.

Is DISC a good hiring test?

DISC is better suited to team discussions and coaching than to selection. If a vendor sells a DISC-based hiring product, ask what evidence shows it predicts performance in roles like yours before you rely on it.

Are there Arabic versions of personality tests?

Some publishers offer Arabic-language versions of certain instruments, but availability varies by test and changes over time. Ask the vendor directly whether an Arabic version exists for the instrument you want, and whether there is a norm group that reflects your candidate pool in the GCC.

Do I need candidates' consent for a personality test?

Yes, you should. Personality results are personal data, and data protection laws in the UAE, Saudi Arabia and other GCC countries apply to how you collect, store and share them. Tell candidates why you are using the test, who sees the results and how long you keep them, and get their consent before they start.

Should candidates get feedback on their results?

Offering a short feedback summary is good practice, especially for candidates who reach the final stages. It shows the test was used fairly, helps candidates learn something about themselves and protects your employer brand. Many publishers provide a candidate-friendly report for this.

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Personality Tests for Hiring: A Guide

Which personality questionnaires are fit for hiring, and how do you use them responsibly?

Instrument	What it measures	Use in hiring?	How to use it responsibly	Source
NEO-PI-3 (Big Five / Five-Factor Model)	The five broad traits most personality research is built on: openness, conscientiousness, extraversion, agreeableness and neuroticism (emotional stability), each with narrower facets.	Yes, with care. The Five-Factor Model is the mainstream research framework, but the NEO was built for general and clinical use rather than specifically for workplace selection.	Use only through a qualified user, as the publisher restricts access. Link each trait you look at to a real job requirement, and ask the vendor whether an Arabic version and a relevant regional norm group exist.	Effective 1 Oct 2026Source
IPIP-based Big Five scales (public domain)	Big Five traits measured with items from the International Personality Item Pool, a free public-domain collection used widely in research.	Possible, but you take on the work a publisher normally does: choosing the scale, setting norms and checking it predicts performance in your roles.	Good for learning about the Big Five or for internal research. For live hiring decisions, involve an occupational psychologist, and do not treat a free online version as a validated selection test.	Effective 1 Oct 2026Source
HEXACO-PI-R	Six traits: the Big Five (in a slightly different form) plus honesty-humility, covering sincerity, fairness, modesty and avoidance of greed.	Mainly a research instrument. Its honesty-humility factor is of interest for roles where integrity matters, but it is not sold as a ready-made hiring product.	Check the authors' terms of use on their site before using it outside research. If you use it, treat results as a prompt for interview questions, not a verdict on someone's honesty.	Effective 1 Oct 2026Source
Hogan Personality Inventory (HPI)	Everyday work personality, the 'bright side': how someone tends to come across when at their best, such as ambition, sociability and prudence.	Yes. Designed for workplace use, including selection and development.	Delivered through certified practitioners. Match the scales you look at to a job analysis, and use the report to shape structured interview questions rather than to rank candidates on its own.	Effective 1 Oct 2026Source
Hogan Development Survey (HDS)	Derailers, the 'dark side': patterns that can emerge under stress or pressure, such as becoming overly cautious, sceptical or bold.	Mostly used for leadership hiring and development, as one input alongside other evidence.	Results are easy to misread as labels. Have a certified practitioner interpret them, discuss them with the candidate, and never reject someone on a derailer score alone.	Effective 1 Oct 2026Source
SHL OPQ32 (Occupational Personality Questionnaire)	32 work-related characteristics grouped around relationships with people, thinking style, and feelings and emotions.	Yes. Built for occupational use and widely used by large employers, often next to ability tests.	Choose the competencies that matter for the role before candidates take it. Ask SHL which languages and norm groups are available for your candidate pool, and combine with a structured interview.	Effective 1 Oct 2026Source
Saville Wave	Work motives, preferences and talents, reported against workplace competencies, with checks on how consistently the candidate answered.	Yes. Designed for selection and development in organisations.	Use through accredited users. Pick competencies from a job analysis, ask about language versions and regional norm groups, and give candidates a summary of their results.	Effective 1 Oct 2026Source
16PF Questionnaire	Sixteen primary personality factors (such as warmth, dominance and rule-consciousness) that roll up into broader global factors similar to the Big Five.	Can be used in selection, as well as for career and development work.	Use a trained interpreter and focus on the factors that matter for the job. Ask the publisher about Arabic versions and suitable norm groups for your candidates.	Effective 1 Oct 2026Source
Predictive Index (PI) Behavioral Assessment	Workplace behavioural drives such as dominance, extraversion, patience and formality, compared against a target profile for the job.	Used by many employers in hiring, usually by comparing candidates to a job pattern set by the hiring team.	Make sure the job pattern comes from what the role actually needs, not from copying the current team. Use the result to guide interview questions, not as a pass or fail gate.	Effective 1 Oct 2026Source
Myers-Briggs Type Indicator (MBTI)	Preferences sorted into 16 types along four pairs, such as extraversion and introversion or thinking and feeling.	No. Not designed for hiring decisions. The publisher states it should not be used for selection.	Use it after hiring, for team discussions, communication and self-awareness. Do not ask for a type in job ads or interviews, and do not screen candidates by type.	Effective 1 Oct 2026Source
DISC profiles	Behavioural style along four dimensions, commonly labelled dominance, influence, steadiness and conscientiousness.	Better suited to team discussion, communication and coaching than to selection.	Use it with an existing team to talk about working styles. If a vendor offers DISC for hiring, ask what evidence shows it predicts performance in roles like yours before you rely on it.	Effective 1 Oct 2026Source
CliftonStrengths	A person's most natural talents, reported as their top themes out of 34 (for example Achiever, Learner, Relator).	No. It is a development tool for building on strengths, not a selection test.	Use it in onboarding, coaching and team building. Do not ask candidates for their top themes or compare them on it.	Effective 1 Oct 2026Source
Integrity tests (overt and personality-based)	Attitudes and dispositions linked to honesty, rule-following and safe behaviour at work, either by asking directly about attitudes to theft and rules or through related personality traits.	Used for roles handling cash, stock, data or safety-critical work, as one part of the process.	Choose a published instrument from an established vendor. Tell candidates the purpose, get consent, and follow up flagged results with questions rather than treating them as proof of dishonesty.	Effective 1 Oct 2026Source

Instrument

What it measures

Use in hiring?

How to use it responsibly

Source

NEO-PI-3 (Big Five / Five-Factor Model)

The five broad traits most personality research is built on: openness, conscientiousness, extraversion, agreeableness and neuroticism (emotional stability), each with narrower facets.

Yes, with care. The Five-Factor Model is the mainstream research framework, but the NEO was built for general and clinical use rather than specifically for workplace selection.

Use only through a qualified user, as the publisher restricts access. Link each trait you look at to a real job requirement, and ask the vendor whether an Arabic version and a relevant regional norm group exist.

Effective 1 Oct 2026Source

IPIP-based Big Five scales (public domain)

Big Five traits measured with items from the International Personality Item Pool, a free public-domain collection used widely in research.

Possible, but you take on the work a publisher normally does: choosing the scale, setting norms and checking it predicts performance in your roles.

Good for learning about the Big Five or for internal research. For live hiring decisions, involve an occupational psychologist, and do not treat a free online version as a validated selection test.

Effective 1 Oct 2026Source

HEXACO-PI-R

Six traits: the Big Five (in a slightly different form) plus honesty-humility, covering sincerity, fairness, modesty and avoidance of greed.

Mainly a research instrument. Its honesty-humility factor is of interest for roles where integrity matters, but it is not sold as a ready-made hiring product.

Check the authors' terms of use on their site before using it outside research. If you use it, treat results as a prompt for interview questions, not a verdict on someone's honesty.

Effective 1 Oct 2026Source

Hogan Personality Inventory (HPI)

Everyday work personality, the 'bright side': how someone tends to come across when at their best, such as ambition, sociability and prudence.

Yes. Designed for workplace use, including selection and development.

Delivered through certified practitioners. Match the scales you look at to a job analysis, and use the report to shape structured interview questions rather than to rank candidates on its own.

Effective 1 Oct 2026Source

Hogan Development Survey (HDS)

Derailers, the 'dark side': patterns that can emerge under stress or pressure, such as becoming overly cautious, sceptical or bold.

Mostly used for leadership hiring and development, as one input alongside other evidence.

Results are easy to misread as labels. Have a certified practitioner interpret them, discuss them with the candidate, and never reject someone on a derailer score alone.

Effective 1 Oct 2026Source

SHL OPQ32 (Occupational Personality Questionnaire)

32 work-related characteristics grouped around relationships with people, thinking style, and feelings and emotions.

Yes. Built for occupational use and widely used by large employers, often next to ability tests.

Choose the competencies that matter for the role before candidates take it. Ask SHL which languages and norm groups are available for your candidate pool, and combine with a structured interview.

Effective 1 Oct 2026Source

Saville Wave

Work motives, preferences and talents, reported against workplace competencies, with checks on how consistently the candidate answered.

Yes. Designed for selection and development in organisations.

Use through accredited users. Pick competencies from a job analysis, ask about language versions and regional norm groups, and give candidates a summary of their results.

Effective 1 Oct 2026Source

16PF Questionnaire

Sixteen primary personality factors (such as warmth, dominance and rule-consciousness) that roll up into broader global factors similar to the Big Five.

Can be used in selection, as well as for career and development work.

Use a trained interpreter and focus on the factors that matter for the job. Ask the publisher about Arabic versions and suitable norm groups for your candidates.

Effective 1 Oct 2026Source

Predictive Index (PI) Behavioral Assessment

Workplace behavioural drives such as dominance, extraversion, patience and formality, compared against a target profile for the job.

Used by many employers in hiring, usually by comparing candidates to a job pattern set by the hiring team.

Make sure the job pattern comes from what the role actually needs, not from copying the current team. Use the result to guide interview questions, not as a pass or fail gate.

Effective 1 Oct 2026Source

Myers-Briggs Type Indicator (MBTI)

Preferences sorted into 16 types along four pairs, such as extraversion and introversion or thinking and feeling.

No. Not designed for hiring decisions. The publisher states it should not be used for selection.

Use it after hiring, for team discussions, communication and self-awareness. Do not ask for a type in job ads or interviews, and do not screen candidates by type.

Effective 1 Oct 2026Source

DISC profiles

Behavioural style along four dimensions, commonly labelled dominance, influence, steadiness and conscientiousness.

Better suited to team discussion, communication and coaching than to selection.

Use it with an existing team to talk about working styles. If a vendor offers DISC for hiring, ask what evidence shows it predicts performance in roles like yours before you rely on it.

Effective 1 Oct 2026Source

CliftonStrengths

A person's most natural talents, reported as their top themes out of 34 (for example Achiever, Learner, Relator).

No. It is a development tool for building on strengths, not a selection test.

Use it in onboarding, coaching and team building. Do not ask candidates for their top themes or compare them on it.

Effective 1 Oct 2026Source

Integrity tests (overt and personality-based)

Attitudes and dispositions linked to honesty, rule-following and safe behaviour at work, either by asking directly about attitudes to theft and rules or through related personality traits.

Used for roles handling cash, stock, data or safety-critical work, as one part of the process.

Choose a published instrument from an established vendor. Tell candidates the purpose, get consent, and follow up flagged results with questions rather than treating them as proof of dishonesty.

Effective 1 Oct 2026Source

How personality tests fit into hiring

Big Five (Five-Factor Model)

Openness, conscientiousness, extraversion, agreeableness and emotional stability: the main research model of personality.

Selection-grade

Built and documented for workplace decisions, with norms and evidence that results relate to job performance.

Norm group

The comparison population a candidate's scores are measured against, such as managers or graduates in a region.

Type indicator

A tool that sorts people into categories (such as MBTI types), designed for development rather than selection.

Integrity test

A questionnaire about attitudes to honesty, rules and safe behaviour at work.

Good vs poor use of personality tests

The same instrument can be used well or badly. These are the most common differences.

Good use	Poor use
Pick scales from a job analysis (e.g. attention to detail for an auditor)	Screen everyone against the profile of your current top performer
Use the report to choose follow-up interview questions	Reject candidates automatically below a personality cut-off
Use a selection-grade instrument for hiring decisions	Ask candidates for their MBTI type or DISC style in the job ad
Ask the vendor about Arabic versions and regional norm groups	Assume an English-only test works the same for every candidate
Explain the purpose, get consent and offer a feedback summary	Run the test without telling candidates how results are used or stored

Copying your current top performer's profile tends to clone one type of person and can bake in bias. Start from the job, not the jobholder.

Before you use a personality test

This page describes instruments; it does not rate or endorse any vendor. Ask each publisher for evidence that the test works for roles like yours.

Never use a personality result as the only reason to reject someone. Combine it with a structured interview, a work sample and references.

Ask whether an Arabic version and a relevant regional norm group exist before using any instrument with GCC candidates. Do not assume they do.

Personal data laws apply in the UAE, Saudi Arabia and across the GCC. Get consent, limit who sees results and set a retention period.

Offer adjustments for candidates with disabilities, and make sure a test in a second language is not screening people out for language rather than personality.

Build the rest of your hiring process

Frequently asked questions

Should I use a personality test in hiring?

Can I use MBTI to hire people?

No. MBTI is not designed for hiring decisions and its publisher says it should not be used for selection. It is meant for self-awareness, team communication and development after someone has joined.

Is DISC a good hiring test?

Are there Arabic versions of personality tests?

Do I need candidates' consent for a personality test?

Should candidates get feedback on their results?

Instrument	What it measures	Use in hiring?	How to use it responsibly	Source
NEO-PI-3 (Big Five / Five-Factor Model)	The five broad traits most personality research is built on: openness, conscientiousness, extraversion, agreeableness and neuroticism (emotional stability), each with narrower facets.	Yes, with care. The Five-Factor Model is the mainstream research framework, but the NEO was built for general and clinical use rather than specifically for workplace selection.	Use only through a qualified user, as the publisher restricts access. Link each trait you look at to a real job requirement, and ask the vendor whether an Arabic version and a relevant regional norm group exist.	Effective 1 Oct 2026Source
IPIP-based Big Five scales (public domain)	Big Five traits measured with items from the International Personality Item Pool, a free public-domain collection used widely in research.	Possible, but you take on the work a publisher normally does: choosing the scale, setting norms and checking it predicts performance in your roles.	Good for learning about the Big Five or for internal research. For live hiring decisions, involve an occupational psychologist, and do not treat a free online version as a validated selection test.	Effective 1 Oct 2026Source
HEXACO-PI-R	Six traits: the Big Five (in a slightly different form) plus honesty-humility, covering sincerity, fairness, modesty and avoidance of greed.	Mainly a research instrument. Its honesty-humility factor is of interest for roles where integrity matters, but it is not sold as a ready-made hiring product.	Check the authors' terms of use on their site before using it outside research. If you use it, treat results as a prompt for interview questions, not a verdict on someone's honesty.	Effective 1 Oct 2026Source
Hogan Personality Inventory (HPI)	Everyday work personality, the 'bright side': how someone tends to come across when at their best, such as ambition, sociability and prudence.	Yes. Designed for workplace use, including selection and development.	Delivered through certified practitioners. Match the scales you look at to a job analysis, and use the report to shape structured interview questions rather than to rank candidates on its own.	Effective 1 Oct 2026Source
Hogan Development Survey (HDS)	Derailers, the 'dark side': patterns that can emerge under stress or pressure, such as becoming overly cautious, sceptical or bold.	Mostly used for leadership hiring and development, as one input alongside other evidence.	Results are easy to misread as labels. Have a certified practitioner interpret them, discuss them with the candidate, and never reject someone on a derailer score alone.	Effective 1 Oct 2026Source
SHL OPQ32 (Occupational Personality Questionnaire)	32 work-related characteristics grouped around relationships with people, thinking style, and feelings and emotions.	Yes. Built for occupational use and widely used by large employers, often next to ability tests.	Choose the competencies that matter for the role before candidates take it. Ask SHL which languages and norm groups are available for your candidate pool, and combine with a structured interview.	Effective 1 Oct 2026Source
Saville Wave	Work motives, preferences and talents, reported against workplace competencies, with checks on how consistently the candidate answered.	Yes. Designed for selection and development in organisations.	Use through accredited users. Pick competencies from a job analysis, ask about language versions and regional norm groups, and give candidates a summary of their results.	Effective 1 Oct 2026Source
16PF Questionnaire	Sixteen primary personality factors (such as warmth, dominance and rule-consciousness) that roll up into broader global factors similar to the Big Five.	Can be used in selection, as well as for career and development work.	Use a trained interpreter and focus on the factors that matter for the job. Ask the publisher about Arabic versions and suitable norm groups for your candidates.	Effective 1 Oct 2026Source
Predictive Index (PI) Behavioral Assessment	Workplace behavioural drives such as dominance, extraversion, patience and formality, compared against a target profile for the job.	Used by many employers in hiring, usually by comparing candidates to a job pattern set by the hiring team.	Make sure the job pattern comes from what the role actually needs, not from copying the current team. Use the result to guide interview questions, not as a pass or fail gate.	Effective 1 Oct 2026Source
Myers-Briggs Type Indicator (MBTI)	Preferences sorted into 16 types along four pairs, such as extraversion and introversion or thinking and feeling.	No. Not designed for hiring decisions. The publisher states it should not be used for selection.	Use it after hiring, for team discussions, communication and self-awareness. Do not ask for a type in job ads or interviews, and do not screen candidates by type.	Effective 1 Oct 2026Source
DISC profiles	Behavioural style along four dimensions, commonly labelled dominance, influence, steadiness and conscientiousness.	Better suited to team discussion, communication and coaching than to selection.	Use it with an existing team to talk about working styles. If a vendor offers DISC for hiring, ask what evidence shows it predicts performance in roles like yours before you rely on it.	Effective 1 Oct 2026Source
CliftonStrengths	A person's most natural talents, reported as their top themes out of 34 (for example Achiever, Learner, Relator).	No. It is a development tool for building on strengths, not a selection test.	Use it in onboarding, coaching and team building. Do not ask candidates for their top themes or compare them on it.	Effective 1 Oct 2026Source
Integrity tests (overt and personality-based)	Attitudes and dispositions linked to honesty, rule-following and safe behaviour at work, either by asking directly about attitudes to theft and rules or through related personality traits.	Used for roles handling cash, stock, data or safety-critical work, as one part of the process.	Choose a published instrument from an established vendor. Tell candidates the purpose, get consent, and follow up flagged results with questions rather than treating them as proof of dishonesty.	Effective 1 Oct 2026Source

Instrument

What it measures

Use in hiring?

How to use it responsibly

Source

NEO-PI-3 (Big Five / Five-Factor Model)

The five broad traits most personality research is built on: openness, conscientiousness, extraversion, agreeableness and neuroticism (emotional stability), each with narrower facets.

Yes, with care. The Five-Factor Model is the mainstream research framework, but the NEO was built for general and clinical use rather than specifically for workplace selection.

Effective 1 Oct 2026Source

IPIP-based Big Five scales (public domain)

Big Five traits measured with items from the International Personality Item Pool, a free public-domain collection used widely in research.

Possible, but you take on the work a publisher normally does: choosing the scale, setting norms and checking it predicts performance in your roles.

Good for learning about the Big Five or for internal research. For live hiring decisions, involve an occupational psychologist, and do not treat a free online version as a validated selection test.

Effective 1 Oct 2026Source

HEXACO-PI-R

Six traits: the Big Five (in a slightly different form) plus honesty-humility, covering sincerity, fairness, modesty and avoidance of greed.

Mainly a research instrument. Its honesty-humility factor is of interest for roles where integrity matters, but it is not sold as a ready-made hiring product.

Check the authors' terms of use on their site before using it outside research. If you use it, treat results as a prompt for interview questions, not a verdict on someone's honesty.

Effective 1 Oct 2026Source

Hogan Personality Inventory (HPI)

Everyday work personality, the 'bright side': how someone tends to come across when at their best, such as ambition, sociability and prudence.

Yes. Designed for workplace use, including selection and development.

Delivered through certified practitioners. Match the scales you look at to a job analysis, and use the report to shape structured interview questions rather than to rank candidates on its own.

Effective 1 Oct 2026Source

Hogan Development Survey (HDS)

Derailers, the 'dark side': patterns that can emerge under stress or pressure, such as becoming overly cautious, sceptical or bold.

Mostly used for leadership hiring and development, as one input alongside other evidence.

Results are easy to misread as labels. Have a certified practitioner interpret them, discuss them with the candidate, and never reject someone on a derailer score alone.

Effective 1 Oct 2026Source

SHL OPQ32 (Occupational Personality Questionnaire)

32 work-related characteristics grouped around relationships with people, thinking style, and feelings and emotions.

Yes. Built for occupational use and widely used by large employers, often next to ability tests.

Choose the competencies that matter for the role before candidates take it. Ask SHL which languages and norm groups are available for your candidate pool, and combine with a structured interview.

Effective 1 Oct 2026Source

Saville Wave

Work motives, preferences and talents, reported against workplace competencies, with checks on how consistently the candidate answered.

Yes. Designed for selection and development in organisations.

Use through accredited users. Pick competencies from a job analysis, ask about language versions and regional norm groups, and give candidates a summary of their results.

Effective 1 Oct 2026Source

16PF Questionnaire

Sixteen primary personality factors (such as warmth, dominance and rule-consciousness) that roll up into broader global factors similar to the Big Five.

Can be used in selection, as well as for career and development work.

Use a trained interpreter and focus on the factors that matter for the job. Ask the publisher about Arabic versions and suitable norm groups for your candidates.

Effective 1 Oct 2026Source

Predictive Index (PI) Behavioral Assessment

Workplace behavioural drives such as dominance, extraversion, patience and formality, compared against a target profile for the job.

Used by many employers in hiring, usually by comparing candidates to a job pattern set by the hiring team.

Make sure the job pattern comes from what the role actually needs, not from copying the current team. Use the result to guide interview questions, not as a pass or fail gate.

Effective 1 Oct 2026Source

Myers-Briggs Type Indicator (MBTI)

Preferences sorted into 16 types along four pairs, such as extraversion and introversion or thinking and feeling.

No. Not designed for hiring decisions. The publisher states it should not be used for selection.

Use it after hiring, for team discussions, communication and self-awareness. Do not ask for a type in job ads or interviews, and do not screen candidates by type.

Effective 1 Oct 2026Source

DISC profiles

Behavioural style along four dimensions, commonly labelled dominance, influence, steadiness and conscientiousness.

Better suited to team discussion, communication and coaching than to selection.

Use it with an existing team to talk about working styles. If a vendor offers DISC for hiring, ask what evidence shows it predicts performance in roles like yours before you rely on it.

Effective 1 Oct 2026Source

CliftonStrengths

A person's most natural talents, reported as their top themes out of 34 (for example Achiever, Learner, Relator).

No. It is a development tool for building on strengths, not a selection test.

Use it in onboarding, coaching and team building. Do not ask candidates for their top themes or compare them on it.

Effective 1 Oct 2026Source

Integrity tests (overt and personality-based)

Attitudes and dispositions linked to honesty, rule-following and safe behaviour at work, either by asking directly about attitudes to theft and rules or through related personality traits.

Used for roles handling cash, stock, data or safety-critical work, as one part of the process.

Choose a published instrument from an established vendor. Tell candidates the purpose, get consent, and follow up flagged results with questions rather than treating them as proof of dishonesty.

Effective 1 Oct 2026Source