# Table of Contents
1. Introduction to Personality Tests
- Understanding the Rise of Personality Tests in the Workplace
- My Decade of Experience with Personality Assessments
2. Why We’re Drawn to Personality Tests
- The Human Need for Patterns and Categorisation
- The Appeal of Quick Insights in Complex Environments
3. The Reliability and Validity Problem
- Defining Reliability and Validity in Personality Testing
- Red Flags: Inconsistent Results and Their Implications
4. When Personality Tests Backfire
- A Real-World Example: Mislabeling Team Members
- The Impact of Misinterpretation on Team Dynamics
5. The Danger of Categorizing People
- Understanding the Complexity of Human Personalities
- The Consequences of Oversimplification and Labeling
6. How to Use Personality Tests Wisely
- Keeping Personality Tests in Perspective
- Avoiding Pitfalls: Caution with Labels
- Encouraging Open Communication Within Teams
- Considering Cultural Fit in Assessments
7. My Thoughts on Personality Tests
- The Positive Value of Personality Tests for Self-Reflection
- Evidence-Based Personality Testing Frameworks
8. Three Evidence-Based Cross-Cultural Personality Tests
- The Big Five Test (NEO-PI-R)
- The HEXACO Personality Inventory
- The Cross-Cultural Personality Assessment Inventory (CPAI)
9. Conclusion: Beyond Labels and Categories
- The Importance of Understanding Complexity in Team Development
- Encouraging Growth and Success through Thoughtful Assessment
Ok so this week, I want have a chat about personality tests. I have had A LOT of experience with taking, interpreting and discussing personality tests over the past decade. As we try and make sense of the people around us and find ways to reconnect in an increasingly disconnected world, we are turning to personality tests more and more. Whether it’s for hiring, team-building, or just trying to get a better handle on your crew, these tests seem to offer some solid insights and pathways forward for our professional roles and relationships. And I get it—after years of working as a mediator and conciliator, and having some education in psychology, I can see the appeal.
Who wouldn’t want a simple (and quick) way to understand what makes people tick?
Instead of years spent getting to know someone through joint projects, informal conversations, coffee catchups and lunchroom chatter we can quickly take a questionnaire, exchange answers, and somehow figure each other out. The cost benefit analysis is clear - leaders can quickly work out an individual's strengths and weaknesses so that they can recruit and allocate tasks and teams to maximise the return on investment. A quick personality test might also avoid the risk of an awkward conversation or accidentally offensive question (e.g. so are you a people person?).
But what if these personality tests aren't as reliable as they seem, and they might actually produce worse outcomes for team management?
Before you dive headfirst into using these tools, let’s talk about some of the risks that come with relying too heavily on personality tests in the workplace.
Why We’re Drawn to Personality Tests
First off, there’s a good reason why these tests are so popular. As humans, we’re naturally wired to find patterns and sort things into categories—it’s how our brains make sense of the chaos around us. So when a personality test comes along and neatly categorizes people into types or traits, it feels like a shortcut to understanding. It gives us something tangible to work with in a world that’s often anything but straightforward.
From my experience, whether you’re mediating a conflict or trying to build a cohesive team, understanding personality can be a game-changer. But here’s where it gets tricky—just because something fits into a nice little box doesn’t mean it’s the whole picture. And that’s where personality tests can lead us astray.
The Reliability and Validity Problem
Let’s dig into the nitty-gritty for a second. For any personality test to be truly valuable, it needs to be both reliable and valid. In simple terms, reliability means that if you take the test today and then again in a few months, the results should be pretty consistent—as long as nothing major has changed in your life. Validity, on the other hand, means that the test is actually measuring what it says it’s measuring.
But not all tests pass these tests, so to speak. I’ve seen cases where someone takes the same test a few months apart and gets completely different results. That’s a red flag. If a test isn’t consistent, how can you trust it? And even if a test is reliable, if it’s not actually measuring the traits that matter—like leadership potential or teamwork—it’s not doing you any favors.
When Personality Tests Backfire: A Real-World Example
Here’s a scenario I’ve encountered that might sound familiar. Imagine you’re managing a team and you’ve just rolled out a personality test to help everyone understand each other better. Sounds like a great idea, right? But let’s say the test labels one of your team members as a “detail-oriented introvert.” Based on that, you start assigning them more back-office work, thinking that’s where they’ll thrive.
But what if that person was actually looking to step up into a leadership role? They might start feeling boxed in, frustrated that their ambitions aren’t being recognized. Meanwhile, their colleagues might start seeing them as “the quiet one who’s not really into group work,” even though that’s not true at all.
This is where things can start to unravel. That employee feels misunderstood and undervalued, and the team dynamic starts to suffer. All because a personality test painted an incomplete picture, and decisions were made based on that narrow view.
The Danger of Categorising People
Our brains love to sort things into categories—introvert vs. extrovert, leader vs. follower, thinker vs. doer. It simplifies things, but in doing so, we risk losing sight of the bigger picture. People are complex, multi-dimensional beings, and reducing them to a label can limit their potential. As a mediator, I’ve seen how damaging these labels can be, especially when they’re based on incomplete or flawed information.
How to Use Personality Tests Wisely
So, where does this leave us? Personality tests can be a useful tool, but they’re just that—a tool. Here’s how I suggest using them without falling into the traps:
Keep It in Perspective: Remember, these tests are just one piece of the puzzle. They can offer insights, but they don’t tell the whole story. Use them alongside other methods, like direct feedback, observations, and good old-fashioned conversations.
Be Cautious with Labels: It’s easy to fall into the trap of labeling someone based on their test results. But people are more than just a type or a set of traits. Stay open to the idea that your team members might surprise you.
Foster Open Communication: If you’re going to use personality tests, make sure there’s room for discussion. Let your team know that the results are a starting point for conversations, not the final word on who they are or what they can do.
Consider Cultural Fit: Not all tests are designed with every culture or background in mind. Make sure the tools you’re using are appropriate for your diverse workforce. This, in my view, is the biggest risk in a multicultural workplace and also runs the risk of unfairly labelling individuals of different cultures as a certain personality type.
Now, what are my own opinions about personality tests? I enjoy doing them and hearing about the results of my peers. I think they are a great opportunity to reflect on how we see ourselves and share these reflections with our colleagues. Not only that, but some personality testing frameworks are evidence based, and relevant across cultures.
Unfortunately, these are not used as frequently in workplaces because they simply don’t give us neat, categorical answers. Here are three evidence-based cross-cultural personality tests that have been developed with these considerations in mind:
The Big Five Test aka NEO-PI-R (Revised NEO Personality Inventory)
The NEO-PI-R is one of the most widely used and researched personality tests globally, grounded in the Five-Factor Model (FFM) of personality. It has been adapted and validated across numerous cultures, making it a solid choice for workplaces with diverse teams.
Reference: McCrae, R. R., & Costa, P. T. (1997). Personality trait structure as a human universal. American Psychologist, 52(5), 509-516.
The HEXACO Personality Inventory
The HEXACO model extends the Five-Factor Model by adding a sixth dimension: Honesty-Humility. It’s been validated across various cultures and offers a nuanced view of personality traits, especially in contexts where integrity and ethics are essential.
Reference: Lee, K., & Ashton, M. C. (2004). Psychometric properties of the HEXACO personality inventory. Multivariate Behavioral Research, 39(2), 329-358.
The Cross-Cultural (Chinese) Personality Assessment Inventory (CPAI)
Originally developed to better capture personality traits relevant in Chinese culture, the CPAI has been expanded for use in other cultural contexts as well. It offers a culturally sensitive approach to personality assessment, which can be particularly valuable in international or multicultural teams.
Reference: Cheung, F. M., Cheung, S. F., Zhang, J., Leung, K., Leong, F., & Yeh, K. H. (2008). Relevance of Openness as a personality dimension in Chinese culture: Aspects of its cultural relevance. Journal of Cross-Cultural Psychology, 39(1), 81-108.
In the end, while personality tests can provide some interesting insights, they’re not a one-size-fits-all solution. As a manager, it’s important to keep the bigger picture in mind and remember that people are far more complex than any test can capture. By using these tools thoughtfully, you can better support your team in ways that truly help them grow and succeed. After all, it’s not about putting people into boxes—it’s about helping them break out of them.
ABOUT THE AUTHOR
Shiv Martin is a nationally accredited mediator, practicing solicitor, conciliator, decision-maker, and certified vocational trainer. With extensive experience in complex dispute resolution, stakeholder engagement, and team building across business, community, and governmental sectors, Shiv brings over a decade of unique and diverse expertise in Law, Management, Vocational Education, and Mediation.
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