I’ve always been fascinated by the intricate dance between job applicants and employers. We all know the game: candidates want to present the best possible version of themselves, while companies want to reveal the ‘real’ person behind that polished CV. To help with this process, companies often subject candidates to a grueling series of job assessments to help find the best person for the job. After screening CVs, companies usually ask candidates to first complete a personality test to screen out unsuitable candidates. This is because these assessments are a lot cheaper and require a shorter time investment from candidates.
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If a candidate passes this round, they would then be asked to complete a series of more expensive and time-consuming cognitive ability tests (like “IQ” or learning potential tests), in-basket skills tests, or even job simulations. But even during the assessment process, candidates are still likely to try and present themselves as something different than who they truly are. Is there a way to get a more authentic assessment of a person’s potential and abilities? What if I told you that there is a very simple solution to this faking problem?
A study by Wallace and Burns published last week in the International Journal of Selection and Assessment showed that the order in which we administer our assessments could dramatically affect how honest candidates are!
When job candidates take a cognitive ability test (an ‘IQ’ test) before a personality assessment, they’re significantly less likely to engage in faking behavior. Yes, you read that right. The simple act of tackling those brain-teasing questions first seems to put candidates in a more authentic state of mind.
Our well-intentioned traditional assessment approach might encourage candidates to be more dishonest or inauthentic. Now, you might be wondering, “But Llewellyn, why does this matter?” Let’s break it down.
The Prevalence and Impact of Candidate Faking
We’ve all been there. You’re filling out a job application, and suddenly you’re faced with questions like “I always follow through on my commitments.” “I never procrastinate.” Your finger hovers over the “Strongly Agree” button, even as your brain whispers, Maybe not always. This tendency to present an idealized version of ourselves is what psychologists call “faking behavior.” It’s common, it’s human, and it’s a major headache for employers trying to make informed hiring decisions.
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Faking in personality assessments is well-documented. Studies have shown that 30 to 50 percent of job applicants admit to distorting their responses to appear more favorable. This isn’t just a minor exaggeration—it’s a significant inflation that can skew the entire selection process. Faking can lead to hiring individuals who may not truly possess the qualities they claim to have, which will not only affect job performance and workplace dynamics but will also make the candidate more miserable and stressed in the long run.
Why Does the Order of Assessments Matter?
Wallace and Burns found that candidates who completed personality assessments first exhibited significantly higher levels of faking compared to those who took cognitive ability tests first. Why?
It might be because of the mental resources being spent during the cognitive ability assessments. Tackling those tricky math problems or verbal reasoning questions requires significant brain power. By the time candidates get to the personality assessment, they may simply lack the cognitive resources needed to engage in strategic self-presentation.
Another possibility is that the cognitive test changes candidates’ perceptions of the assessment process. After struggling with objectively scored questions, people might view faking on the personality tests as less likely to influence the outcome. They may think, “Well, I’ve already shown what I can do on the cognitive test. There’s no point in trying to fake it now.”
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In contrast, the first test can also prime the candidate (or set a psychological tone) for subsequent assessments. If a personality test is first, candidates might be primed to think about how they want to be perceived that could thus lead to more strategic self-presentation. However, when taking a cognitive test first, it might prime them to focus more on accuracy and performance.
Actionable Takeaways
What are some practical steps you can take to incorporate these findings into your hiring process:
Rethink Your Assessment Order: Consider administering cognitive ability tests before personality assessments. This simple switch could lead to more honest responses and a clearer picture of your candidates.
Be Aware of Faking: Recognize that faking is real and prevalent in hiring. Don’t assume that all candidates are presenting their authentic selves. Build in checks and balances (like social desirability scales) to make sure you can screen out potential fakers.
Use Multiple Assessment Tools: Relying solely on personality and cognitive tests can be risky. Incorporate a variety of assessment methods to get a well-rounded view of each candidate.
Keep the Candidate in Mind: Select a battery of tests that tell us what we need to know, but also isn’t excessively time-consuming or cognitively taxing on our potential candidates. They are, after all, partners in this process (whether they are selected or not).
Consider the Context: The assessment environment itself can influence candidate behavior. Create a setting that encourages honesty and authenticity.
Stay Informed: Keep up with the latest research on selection methods. As this study shows, even small details like test order can have significant impacts.
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Conclusion
As leaders and HR professionals, we’re constantly seeking ways to improve our hiring processes and build stronger teams. This research offers a powerful reminder that the devil is often in the details. The next time you’re designing or taking part in a job assessment, remember: sometimes, it’s not just what you ask, but when you ask. This can make all the difference.
References
Holden, R. R., & Book, A. S. (2012). Faking does distort self-report personality assessment. In M. Ziegler, C. MacCann, & R. D. Roberts (Eds.), New perspectives on faking in personality assessment (pp. 71–84). Oxford University Press.
Robie, C., Brown, D. J., & Beaty, J. C. (2007). Do people fake on personality inventories? A verbal protocol analysis. Journal of Business and Psychology, 21(4), 489-509. https://doi.org/10.1007/s10869-007-9038-9
Schmitz‐Wilhelmy, A., & Truxillo, D. M. (2024). Reality or illusion: A qualitative study on interviewer job previews and applicant self‐presentation. International Journal of Selection and Assessment. https://doi.org/10.1111/ijsa.12495
Wallace, B. L., & Burns, G. N. (2024). Assessment order and faking behavior. International Journal of Selection and Assessment. https://doi.org/10.1111/ijsa.12436
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Publish date : 2024-07-24 12:21:13
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