The Big Five (five-factor model) has the strongest scientific evidence for predicting work outcomes, with conscientiousness the most consistent predictor of job performance. DISC and MBTI are popular for self-awareness and team communication but are not designed for hiring decisions. Use personality tests for employees mainly for development and teamwork, and only use them in hiring if the instrument is validated for selection and clearly related to the job.
Personality tests for employees compared
| Test | Measures | Evidence for work outcomes | Best use | Avoid for |
|---|---|---|---|---|
| Big Five | Openness, conscientiousness, extraversion, agreeableness, emotional stability | Strongest; decades of meta-analyses | Development, research-grade profiles | Used alone as a hiring gate |
| DISC | Behavioral style: dominance, influence, steadiness, conscientiousness | Useful for communication; not built to predict performance | Team workshops, communication | Pre-employment screening |
| MBTI | 16 types from four preference pairs | Weak; type often changes on retest | Conversation starter | Hiring, promotion, team design |
| Hogan | Everyday personality, derailers, values | Strong, built on the five-factor model | Leadership development, selection with experts | Use without a trained interpreter |
| CliftonStrengths | 34 talent themes ranked | Good for engagement and development | Strengths-based coaching | Comparing candidates |
| Predictive Index | Four workplace drives | Positioned for both hiring and management | Job fit and team insight | Replacing structured interviews |
What the research says
The Big Five is the scientific standard
In the most influential meta-analysis on the topic, Barrick and Mount (1991) reviewed 117 studies covering more than 23,000 people across professional, managerial, sales, police and skilled roles. Conscientiousness predicted performance in every occupational group. Extraversion predicted performance in roles built on social interaction, like management and sales. Later meta-analyses confirmed the pattern.
Two caveats matter. First, the effects are real but modest: personality explains part of performance, not most of it. Second, people can present themselves favorably when the stakes are high, which is why personality data works best alongside structured interviews and work samples.
DISC is for communication, not selection
DISC is widely used for team workshops because its four styles are easy to remember and discuss. Its own publisher, Wiley, states that DiSC is not recommended for pre-employment screening because it doesn't measure specific skills, aptitudes or factors critical for a position. We cover DISC in depth in DISC assessment for teams: what it measures and where it falls short.
MBTI: popular, but weak for decisions
The Myers-Briggs Type Indicator sorts people into 16 types. It's great for starting conversations, but researchers have long criticized its reliability: reviews have found that a substantial share of people receive a different type when they retake it after a short interval. A label that changes from month to month shouldn't drive decisions about people.
Legal risks in the U.S.
Using personality tests in hiring isn't illegal, but it carries risk. If a test disproportionately screens out people in a protected group, the employer must show it is job-related and consistent with business necessity. In 2015, Target agreed to pay $2.8 million to resolve a charge related to its use of personality tests in pre-employment screening under the Americans with Disabilities Act. The safest pattern: use validated instruments, tie them to a job analysis, never use them as the only gate, and avoid questions that could reveal a medical condition.
How to use personality tests for employees well
- Start with the purpose. Development, team building and selection need different tools.
- Choose validated instruments for anything that affects careers.
- Describe, don't label. Spectrums (“tends toward analytical decisions”) are more accurate and less limiting than boxes (“you're an ISTJ”).
- Share results with the person first. Profiles build trust when people see and own their data.
- Turn insight into action. A profile is useful only if it leads to a development goal, a better team conversation or a change in how work is assigned.
- Keep humans responsible for decisions. Tests inform; managers decide.
Where Cairo fits
Cairo uses short behavioral assessments grounded in validated psychological constructs to build a profile across 80+ indicators of how each person decides, collaborates and handles pressure. Results are shown as spectrums, not grades or types, and each person sees their own profile. Cairo's focus is development: every profile connects to a personalized learning path and team-level insight, with decisions about people left to leaders.
Frequently asked questions
What is the most accurate personality test for employees?
Tests based on the Big Five (five-factor model) have the strongest scientific support for predicting work outcomes. Conscientiousness is the most consistent predictor of job performance across roles.
Can employers use personality tests for hiring?
Yes, in the U.S., but the test should be validated for selection, related to the job and not used as the only criterion. Tests that disproportionately screen out protected groups create legal risk.
Is DISC a good personality test for hiring?
No. DISC's publisher, Wiley, says DiSC is not recommended for pre-employment screening. It is designed for communication and team development.
Is the Myers-Briggs test scientifically valid?
MBTI is widely used but criticized by researchers for low test-retest reliability: many people get a different type when retested. It's best used as a conversation starter, not for decisions.
How should companies use personality tests with current employees?
For self-awareness, development planning, team communication and understanding how to support each person, with results shared openly and decisions kept in human hands.
Sources
- Barrick, M. R., & Mount, M. K., The Big Five personality dimensions and job performance: A meta-analysis, Personnel Psychology, 1991.
- DiSC Profile (Wiley), Is DiSC a good tool for hiring?
- SHRM, How Accurate Are Personality Assessments?
- Pittenger, D. J., Cautionary comments regarding the Myers-Briggs Type Indicator, Consulting Psychology Journal, 2005.
- Salgado, J. F., The five factor model of personality and job performance in the European Community, Journal of Applied Psychology, 1997.
