Reporting personality test results: Tips and key questions

Have you recently had the task of organizing an interview to recruit a candidate or evaluating a member of your team and are wondering about the best method to communicate the results? Whether the objective is recruitment, performance evaluation or skills development, the reporting of results is crucial. It allows you to contextualize The scores obtained and to initiate a constructive exchange on behavior and skills of the person being evaluated.

This article offers you practical recommendations and essential questions to optimize the return of personality test and maximize its benefits.

1 - Understand the purpose and framework of the personality test

It is crucial to understand the purpose and context of a personality test before discussing the results. These tests vary widely, evaluating different aspects of personality such as characteristic traits, motivations, skills, or emotional intelligence.

How to present the results will depend on the type of test carried out, taking into account its theoretical model, validity, reliability and standard

1.1 - The different types of tests and what they measure

There are two main categories of personality tests: projective tests and psychometric tests. The former, like inkblot tests, explore the unconscious dimensions of personality, revealing hidden conflicts or desires. The latter, often in the form of questionnaires, measure conscious aspects of personality, such as preferences and values, based on proven theoretical models such as the Big Five, DISC, or MBTI.

In addition to personality tests, logic tests can play a crucial role in the assessment process. They measure the candidate's ability to think analytically and solve problems, thus providing valuable information about their potential to manage complex situations.

1.2 - Importance of contextualizing the results

The results of a personality test must be interpreted taking into account the specific context, including the position in question, the corporate culture and the team the candidate will be working with. For example, a candidate with a strong ability to innovate and adapt to change could excel in a managerial role in a dynamic company, but could struggle in a position that requires more routine and compliance.

It is crucial to target the specific criteria that led you to give the candidate a personality test. For a manager, skills such as leadership, effective communication, and the ability to motivate a team are essential. By evaluating these criteria and combining certain personality traits, we can identify the managerial potential of an individual, thus revealing their ability to lead and inspire others.

1.3 - The impact of the test objective on the feedback

The objective pursued by taking the personality test also influences the method of returning the results. During a recruitment, the answer will be concise, highlighting the candidate's suitability for the position and the company based on his distinctive features. In an evaluation context, it will be more detailed, analysing strengths and areas for improvement. If the aim is skills development, the discussion will be interactive and action-oriented, thereby facilitating a positive effect on personal development.

2 - Preparing and presenting the results

Understanding the purpose and the basis on which the personality test is based is crucial before moving on to preparing and presenting the results. To do so, adopt the following best practices to ensure clear and relevant communication.

2.1 - Structuring the feedback for clarity and understanding

The presentation of results should be structured in such a way as to facilitate understanding. We recommend following a logical plan, which includes:

• Introduction: Specify the context, purpose, type of personality test, as well as the ethical and deontological principles that govern it.
• Theoretical model: Present the theoretical model of the test, explicit on the key concepts, dimensions and indicators measured.
• Summary of the results: Highlight the main and secondary personality traits, their internal and external coherence.
• Detailed analysis: Offer a detailed analysis of each dimension and indicator, enriched with concrete examples and comparisons with reference standards.
• Conclusion: Summarize the strengths and areas for improvement, in relation to the position, the company and the team.

It is crucial to maintain a chronological order and to progress from the general to the particular in order to maintain logic in the retrieval. Simple and accessible language is recommended, as is adapting to the recipient's level of knowledge, by offering the opportunity to ask questions.

2.2 - Avoid the pitfalls of subjective interpretation

The feedback should remain objective, based solely on test data. To avoid the pitfalls of subjective interpretation (caused by recruitment bias):

• Avoid hasty conclusions, by remembering that the test is one tool among others.
• Respect the nuances and margins of error of the test, without overinterpreting or minimizing the results.
• Focus on the individual profile without comparing it to others.
• Adopt a caring attitude, without judging, by highlighting the strengths of the candidate or collaborator.

Remain faithful to the test data, respecting the right of the candidate or collaborator to access the results and to rectify the information. Support by a qualified professional is recommended to validate the interpretation of the results.

2.3 - How to present strengths and areas for improvement

To highlight strengths and areas for improvement in an effective way:

• Start with strengths: Identify and illustrate them with examples, showing their potential for success.
• Continue with the areas for improvement: Recognize and contextualize them, showing how they can be adjusted.
• Finish with the points of vigilance: Explain how they can be managed in different situations.

It is crucial to present these elements in a balanced and positive way, seeking feedback from the recipient. Suggest courses of action and development that are aligned with the objectives of the test.

3 - Engaging in a constructive post-results discussion

Once the results of the personality test have been shared with the candidate or collaborator, it is crucial not to stop there. Engaging in a constructive discussion is essential to help them take a step back, question themselves, and consider their future. Here are some tips on how to effectively facilitate this discussion and encourage personal development.

3.1 - Key questions to ask for in-depth reflection

This discussion should focus on the candidate or the collaborator. The aim is to encourage them to share their impressions, opinions, and questions about personality test results. To guide them in this thinking, here are some relevant questions to ask:

• What was your experience taking the personality test? Did you encounter difficulties or did it seem easy?
• What results surprised, disappointed, or satisfied you? Why?
• What results do you find consistent or not with your own perception? Can you explain?
• What results do you think are relevant or not relevant for the position or company targeted? Why?
• What aspects of your personality do you want to highlight or develop in your professional project? How do you plan to do this?

It is important to respect the pace and communication style of the candidate or collaborator, to give them time to think and respond and to rephrase their words to ensure understanding while encouraging them to think more deeply.

Avoid any form of judgment, contradiction, or unsolicited advice.

3.2 - Encourage self-evaluation and the putting of results into perspective

The objective is to allow the candidate or employee to self-assess and put the results of the personality test into perspective. The aim is to help them position themselves in relation to the standards, expectations and objectives of the position or company and to identify their strengths and areas for improvement.

To achieve this, provide them with self-assessment tools such as analysis grids, rating scales or checklists, as well as elements of comparison such as typical profiles, benchmarks or feedback. Also offer scenarios or practical cases to help them project themselves into concrete situations.

3.3 - Encourage an internal integration and development plan

The discussion that follows the presentation of the results should focus on the development of an action plan that helps the candidate or employee to succeed in their new role and to progress within the company. Whether it's a new hire or internal mobility, it's essential to align the individual's skills and ambitions with the organization's strategic goals.

Questions to ask to align competencies with job and business goals:

• What aspects of your current skills do you think you can apply immediately in this position?
• What challenges do you anticipate in this role and how do you plan to address them?
• How do your professional goals align with our company's mission?
• How do you think your work style will contribute to the existing team?
• What additional support or training do you think is needed to succeed in this role?

Propose an integration and development plan:

Goals for the first 30, 60, 90 days: Set clear and measurable goals for the first three months to ensure a good fit for the job. This is particularly relevant for new hires and internally mobile employees who need to adapt to new responsibilities.

Resources and training: Identify what training or tools are needed to quickly develop the skills required for the job. This may include training specific to new systems or leadership development programs for internally mobile employees.

Mentoring and feedback: Organize regular feedback sessions and mentoring to guide the individual in their progress. This not only helps new employees integrate, but also supports those who are evolving into new roles within the company.

This integration and development plan is designed to establish a solid foundation for the candidate's success, whether it is a new hire or an internal transfer and to ensure that it is aligned with the needs of the business from the start.

To remember

Now, you have all the keys you need to successfully return the results of a personality test. You understand the importance of understanding the purpose and context of the test, of effectively preparing and presenting the results, and of initiating a constructive exchange with the candidate or collaborator. It is time to take action and apply these valuable tips.

In a context where the Recruiting without a CV growing in popularity, personality tests play a crucial role in offering a valuable alternative to assess the potential of candidates. By focusing on personality traits and behavioral skills, you can identify promising talent that might not be obvious from a traditional resume.

This feedback process is an excellent opportunity to build a relationship of trust, respect and open dialogue with the candidate or the collaborator. She also contributes to his support in his professional development. Do not delay any longer and start the process of returning the results of a personality test today!