Harnessing Behavioral Insights

In our previous article about personality assessments, we discussed how personality assessments can be valuable in the workplace, what some of the considerations are when choosing a personality assessment, and a short list of recommended personality assessments. In this article, we’ll be doing the same thing with behavioral assessments by exploring what they are, where they come from, different kinds, and how you can use them to develop your people, teams, and organizations to do work that’s more impactful and sustainable.

What is a behavioral assessment?

A behavioral assessment is a type of evaluation used in various fields to assess an individual’s behavior, personality, and psychological functioning. It involves collecting information about an individual’s behaviors, thoughts, and emotions through various methods such as interviews, questionnaires, and observations. For the purposes of this article, we’re going to explore the use of behavioral assessments in the workplace.

In that context, employers use behavioral assessments to measure and evaluate an individual’s behavioral traits, characteristics, and competencies. The assessment is typically used as part of the hiring process or to identify development opportunities for existing employees.

Behavioral assessments can provide valuable insights into an individual’s work style, communication preferences, leadership potential, and other traits that are important for success in a particular job or role. They can help employers make more informed hiring decisions, identify high-potential employees, and develop strategies to improve team dynamics and productivity.

There are many different types of behavioral assessments used in the workplace, including personality tests, cognitive ability tests, emotional intelligence assessments, situational judgment tests, and 360-degree feedback tools. Each type of assessment measures different aspects of an individual’s behavior and can be used in different ways to achieve specific goals.

The History of Behavioral Assessments in the Workplace

Behavioral assessments have been used in various forms for decades, but the exact origins of their use in workplaces are difficult to pinpoint. One of the earliest known workplace behavioral assessments is the Myers-Briggs Type Indicator® (MBTI®), which was developed in the 1940s and gained popularity in the 1950s and 1960s. The MBTI® was originally used to help women entering the workforce during World War II understand their strengths and weaknesses and find suitable jobs.

Over the years, many other behavioral assessment tools have been developed and used in workplaces, including the DiSC® assessment, which was first introduced in the 1970s, and the Kolbe-A™ Index, which was developed in the 1980s. As workplaces have become more focused on productivity, employee engagement, and organizational culture, the use of behavioral assessments has become more widespread.

What are the benefits of using behavioral assessments in the workplace?

Today, many companies use behavioral assessments at many stages of the employment process and for a variety of purposes. Let’s break down some of the most common uses:

Pre-employment screening: Behavioral assessments are often used in the hiring process to screen candidates for job fit and assess their work styles, personality traits, and competencies. These assessments can help employers identify candidates who are likely to be successful in the role and fit in with the company culture.

A note: As mentioned in the first article of this series, using professional assessments during the hiring process has become less and less popular due to unconscious bias and ethical concerns. No matter when you choose to use behavioral assessments, always keep in mind that they are a tool and nothing more! 

Team building and development: Behavioral assessments can be used to evaluate team dynamics and identify areas for improvement. This information can help HR professionals develop team-building initiatives and training programs to improve collaboration, communication, and productivity.

Leadership development: Behavioral assessments can be used to evaluate the leadership potential of employees and identify areas for improvement. This information can help HR professionals develop training programs and succession plans to ensure the company has a strong pipeline of future leaders.

Performance evaluations: Behavioral assessments can be used as part of performance evaluations to provide objective feedback on employees’ strengths and areas for improvement. This information can help managers develop more effective coaching and development plans.

The majority of professional assessments are used in these ways and in ways that are similar to the ones listed above. The key advantage of using a behavioral evaluation over, say, a standard personality assessment is that behavioral assessments often give insights into motivating factors the individual who takes it. There is also a predictive or future-oriented quality to many behavioral assessments that other kinds of assessments do not explore.

What are some examples of behavioral assessments?

The DiSC® assessment:

The DiSC® assessment is a popular behavioral assessment tool used in the workplace to measure an individual’s behavioral style and provide insights into their communication style, work preferences, and strengths and weaknesses. The assessment categorizes individuals into one of four main styles: Dominance, Influence, Steadiness, and Conscientiousness. Each style has its unique traits and characteristics, and the assessment provides guidance on how to best work with and communicate with individuals of each style. The DiSC® assessment is often used for team-building, conflict resolution, and leadership development.

The DiSC® assessment is simple and easy to understand, making it accessible to a wide range of employees and candidates. It also covers a broad range of behavioral traits and provides insights into an individual’s communication style, work preferences, and potential areas of strength or weakness, which makes it a particularly comprehensive assessment. By helping individuals understand their own communication style and the styles of others, the DiSC® assessment can improve communication and collaboration within teams. In addition to the bias and stereotyping that comes with using assessments generally, another limitation that is specific to the DiSC® assessment is its lack of scientific rigor.

Kolbe-A™ Index: 

The Kolbe-A™ Index is a behavioral assessment tool used in the workplace to measure an individual’s natural instincts and provide insights into how they approach problem-solving and decision-making. The assessment focuses on four main action modes: Fact Finder, Follow Thru, Quick Start, and Implementor. Each mode describes a different way of gathering and processing information and taking action. The Kolbe-A™ Index is often used for hiring and team-building, as it can help identify individuals’ strengths and potential areas of conflict. 

The Kolbe-A™ Index is unique in that it focuses on an individual’s natural instincts and talents, rather than trying to measure or change their behavior. This assessment, like all, has limitations. Its uniqueness in focusing on natural instincts and strengths means that it doesn’t measure other important factors like personality or ability. Additionally, like with the DiSC® Profile, some critics argue that the Kolbe-A™ Index lacks validity and has not been sufficiently validated through research. Lastly, Kolbe-A™ Index is on the more expensive end of available and frequently used professional assessments.

Resilience Innovator® Type Assessment (RITA): 

We mentioned RITA in our previous article on personality assessments, and we’re mentioning it again here because it has a fairly comprehensive behavioral component to it. As stated before, RITA’s main objective is to measure an individual’s levels of resilience and propensity to innovate. The assessment’s situational judgment test measures three resilience conditions–sociability, grit, and attitude–which, in turn, measure a person’s ability to share their own levels of resilience and innovation with others.

RITA is best suited for teams who are looking to enhance their team’s ability to work through challenging problems and use innovative solutions to do so. It provides a common language so that teams can communicate more efficiently and effectively under pressure. It’s also relatively cheap compared to other personality assessments on the market. A limitation of RITA in this context is that the conditions are specifically concerned with individual behavior that affects surrounding individuals, and it doesn’t provide much insight into motivations.

Culture Index™: 

The Culture Index™ is a behavioral assessment tool used in the workplace to measure an individual’s work-related behaviors and provide insights into their job fit and potential. The assessment is designed to provide a comprehensive view of an individual’s work-related behaviors, including their work style, interpersonal skills, and problem-solving approach. The Culture Index™ is often used for hiring, team-building, and leadership development, as it can help identify individuals who are well-suited to certain roles and teams. 

Of the assessments we’ve mentioned so far, it has the highest level of predictive value when it comes to an individual’s job performance. A common critique of the Culture Index™  is that it has limited normative data, which can make it difficult to compare results across different individuals or teams. This makes it difficult for teams to use it collaboratively or for managers to use the results of the assessment in a way that easily assesses all of their employees at the same time.

Motivational Maps® Assessment: 

The Motivational Maps® assessment is a behavioral assessment tool used in the workplace to measure an individual’s motivations and drivers. The assessment is designed to provide insights into what motivates and energizes individuals at work, and how they can use this information to improve their performance and work more effectively. The assessment measures nine main motivators, including achievement, power, and relationships. The Motivational Maps® assessment is often used for career development, goal setting, and team-building, as it can help identify individuals’ strengths and potential areas of development.

Of the assessments we’ve mentioned so far, Motivational Maps® focuses on an individual’s motivation and drivers more than any other, which can provide valuable insights into what motivates and energizes people at work. It also can be customized to meet the needs of different organizations and teams. A limitation is its low level of predictive value and its limited normative data.

It’s important to note that these are just a few examples of the many behavioral assessments that HR professionals and managers use to measure motivations. Each assessment has its own unique approach and can provide valuable insights into what drives individuals in their work. The trick is finding the right one for you and your organization. But how do you do that?

Which behavioral assessment is right for you and your team?

These are some of the key factors to consider when you’re trying to figure out which behavioral assessment is the best for your organization:

1. Purpose: HR professionals, managers, and team leads should identify the specific purpose of the assessment, such as improving communication, identifying leadership potential, or evaluating job fit. This will help determine which type of assessment is most appropriate for their needs.
2. Validity and Reliability: HR professionals, managers, and team leads should ensure that the assessment they choose is valid and reliable, meaning that it accurately measures what it claims to measure and produces consistent results over time. They should also consider the quality of the research behind the assessment and whether it has been peer-reviewed or published in academic journals.
3. Cost: HR professionals, managers, and team leads should consider the cost of the assessment and whether it fits within their budget. Some assessments may be more expensive than others, and some may require additional training or support to administer.
4. Accessibility: HR professionals, managers, and team leads should consider the accessibility of the assessment, including whether it can be administered online or in-person, and whether it can be easily accessed by team members who may be working remotely or in different time zones.
5. Cultural Sensitivity: HR professionals, managers, and team leads should consider the cultural sensitivity of the assessment and whether it is appropriate for use with a diverse workforce. They should also consider the potential biases of the assessment and whether it may unfairly disadvantage certain individuals or groups.
6. Ethical Considerations: HR professionals, managers, and team leads should consider the ethical implications of using the assessment, including whether it respects the privacy and confidentiality of the individuals being assessed and whether it is used fairly and consistently across the organization.

By considering these factors, you can choose the behavioral assessment that is most appropriate for your team and helps achieve your goals while upholding ethical and professional standards.

In Conclusion…

The behavioral assessment is a great way to evaluate individuals in your organization, and depending on which one(s) you choose to use, you can help deepen self-awareness, enhance team collaboration, and promote more sustainable practices in your organization. Remember: assessments are a tool to be used in your HR toolbox. So let them help you out!

The last article in this series will focus on the types of outputs that different professional assessments give.

This article was written by Nia D’Emilio, Learning & Events Coordinator for Epicenter Innovation. This article is part of a larger series about professional assessments, their benefits, and their use cases.