Behavioral Assessment Tests: Best Practices in the Hiring Process

Teens taking personality test

This article is the second in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.
 
In part one of our series on using behavior assessment testing in the hiring process, we looked at different types of behavioral assessment tests and how organizations are increasingly using them to help evaluate the suitability and predicted performance of high-level job candidates. (You can revisit that article here.) Following the publication of that article, we conducted a survey with 180one clients to learn if and how they are currently using behavior assessment testing. Those survey results guide part two of the series, as we look at best practices for using these tests in the hiring process and after.


Question: Does your current or past organization use any sort of personality or behavioral assessment when interviewing candidates?
Survey results: Yes – 100%


This is consistent with the latest Candidate Experience Report from Talent Board, a nonprofit that studies best hiring practices from the prospective employee’s point of view. Their 2018 analysis showed that close to 90% of organizations surveyed use assessment testing in the hiring process, and two types stood out with a significant increase in use: 1) job simulations that help assess how a candidate might perform on the job, and 2) culture fit assessments that identify how well potential new hires will assimilate into the organization.


Question: Which type/style of assessment does your organization use? (such as, Hogan, DISC Wonderlic, Myers-Briggs, etcetera)?
Survey results: All of the above are used by many of our respondents, as well as a variety of specialized and industry-specific tests. Most respondents use a paid platform for testing and results analysis, although a few noted they’ve used free online testing such as Myers-Briggs and DISC basic.


Question: For what level of candidates does your organization use the assessments?
Survey results: All employees – 20%, Managers and above – 60%, Executives – 20%


With the broad scope of test types and high rate of usage across employment levels, it’s important to keep in mind that Equal Employment Opportunity Commission guidelines state it is the responsibility of the employer to ensure that selection tests, including behavioral assessments, are reliable and valid, yielding consistent results that predict success on the job.


The Society for Human Resource Management (SHRM) emphasizes that if a company can’t clearly demonstrate reliability and validity of an assessment test, the company is vulnerable to discrimination claims. Even if you use a testing service that provides documentation supporting the validity of a test, SHRM says the specific employer still has to be able to demonstrate the test is job-related and its results appropriate for the employer’s purpose.


EEOC guidelines on testing include:

  • Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability.
  • Employers are responsible for ensuring that behavioral assessment tests and other selection procedures are properly validated for the positions and purposes for which they are used.
  • Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. No test or selection procedure should be implemented before or after hiring without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored.


Question: At what point of the interview process are you using the assessment?
Survey results: After initial phone screen – 20%, After first interview – 40%, After second interview – 20%, Right before offer – 20%


First, it’s important to consider that the most effective hiring processes address your company’s needs, not likes, and the type and timing of assessment should support those needs. “Today you want innovation and growth to be competitive, and that can’t happen in a monolithic culture,” says Stephen Shapiro, the author of four books on workplace innovation. “You need to make sure you hire people with a broad range of styles, so instead of weeding out people that don’t fit, the recognition today is that different roles require different characteristics.”

With that in mind, there’s general consensus among recruiting firms and assessment analysts that in-depth assessment testing occur mid-process – after an initial screening and the first or second interview. And testing at this stage tests can yield valuable information that can reshape a job or even re-think a department.


Assessment and talent acquisition company PSI Select International points out that a company can also create a streamlined and in-depth interview structure that can serve as a supporting behavioral assessment tool in the hiring process. Creating a behavior-driven list of questions asked of all candidates gives the hiring manager a level playing field for assessing them, allowing better determination of the motivational fit of each candidate, and avoiding common interview bias pitfalls. (We’ve got a series on interview bias on our “Water Cooler” blog.)


Question: Are the results of the assessment used as a sole determination of Interview/No Interview, or Hire/No Hire decisions?
Survey results: Yes – 10%, No – 90%


Not using an assessment test as the only determination for making a decision about a candidate is consistent with the recommendations of most behavioral and occupational assessment companies. Carol Buckner, a director with assessment firm Birkman International, has found that companies using behavioral assessments need to give more attention to implementing a policy around the specific use of these tests in the selection process.


Buckner outlines four major points to keep in mind when using behavioral assessments during the hiring process:

  • Use assessment results as one piece of the puzzle, giving it no more or less weight than the interview, past experience, or resumé.
  • Use assessments in a consistent manner. One suggestion is to have all finalists for a position complete the assessment prior to a follow-up interview. Never selectively choose to give an assessment to only one of the three final candidates, as this creates bias.
  • Never specifically reference the assessment results with candidates. Do use the results to develop behavioral questions you can ask in the follow-up interview in order to gain more knowledge about potential hires.
  • Never make a hiring decision based solely on an assessment result.


Question: Why does your organization use assessments?
Survey results: Hiring/prescreening – 20%, Understanding team dynamics – 20%, Both – 60%


To get the greatest return on investment in assessments, Birkman International’s approach to designing and administering behavioral tests is the belief that high-performing employees need 1) passion to feel satisfied and motivated, 2) technical skills to accomplish tasks, and 3) a high degree of self and others awareness to navigate interpersonal dynamics.


A high-performing hire will continue to have these needs, and some behavior assessment testing analysts have determined that there is a greater ROI when using these tests after hiring to determine key motivators, to develop situationally appropriate benchmarks for success, and to build diverse, high-performing work teams.


The Society for Human Resource Management finds that although there’s not a simple measure of performance effectiveness for groups, there is a general understanding of what makes an effective group work: talent, skills, shared purpose and goals, performance ethics, incentives and motivation, effectiveness, leadership, conflict, communication, power and empowerment, and norms and standards. Utilizing an assessment tool will help you identify behavioral traits unique to each person that also support a successful team.


The Future of Behavior Assessments

The upward trend in the use of behavior assessment testing underscores that there’s not one “right profile” that guarantees success in a particular job or within an organization. And the range of test options continues to grow – in addition to the most well-known behavior assessments tests and administrators we looked at in part one of this series, SHRM alone lists almost 80 additional industry- and goals-specific organizations offering assessment tools and consulting.

If your organization is ever interested in gaining more insight into behavioral assessments and if / how they should be included in the hiring process, 180one will be a great resource for you. Whether we advise you directly or get you connected somewhere within our broad network, we are always happy to help you and your organization conquer your goals.

New Opportunity: Chief Financial Officer

By Greg Togni • May 1, 2025
Chief Financial Officer ABOUT THE COMPANY Founded in 1947, Oregon Tool, Inc. has grown from a basement in Portland, Oregon, to a global designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries with 3200 team members. Building off the pioneering spirit of its founder, Joseph Buford Cox, Oregon Tool has transformed the cutting industry and have become the world’s #1 manufacturer of saw chain and guide bars for chainsaws and diamond saw chain for concrete and pipe, a leading manufacturer of agricultural tractor attachments, and the leading OEM supplier of first-fit and replacement parts. Its products are sold into the aftermarket through multiple channels, including distributors, dealers, mass merchants and e-commerce, as well as to original equipment manufacturers for “first fit” use on new equipment. Since its founding in the 1940s, Oregon Tool has grown from a family business into a multinational organization. Oregon Tool is owned by Platinum Equity, a global investment firm with more than $48 billion of assets under management and a portfolio of approximately 60 operating companies that serve customers around the world. Platinum Equity specializes in mergers, acquisitions and operations – a trademarked strategy it calls M&A&O® – acquiring and operating companies in a broad range of business markets, including manufacturing, distribution, transportation and logistics, equipment rental, metals services, media and entertainment, technology, telecommunications and other industries. Over the past 29 years Platinum Equity has completed more than 450 acquisitions. POSITION SUMMARY Based on a recent promotion of Oregon Tool’s Chief Financial Officer to Chief Executive Officer , Oregon Tool is seeking an experienced Chief Financial Officer (CFO) to lead all financial functions across our U.S. and international operations with a team of over 140 members. The CFO will be a key strategic partner to the executive leadership team, playing a pivotal role in shaping the company’s growth strategy, ensuring financial performance, managing risk, and overseeing the IT function. As the financial steward of a private equity-backed global organization, the CFO will manage financial operations, optimize cash flow, oversee budgeting and forecasting, and support operational efficiency. The CFO will also be responsible for aligning the finance and IT teams with the strategic vision set by the private equity owners, helping to drive value creation, cost optimization, and scalability. KEY RESPONSIBILITIES Strategic Financial Leadership: Develop and execute the financial strategy to support both short-term and long-term growth objectives, aligning with the playbook. Drive strategic financial planning, providing insights on capital structure, liquidity, and funding strategies. Partner with the executive leadership team to guide business performance, identify operational efficiencies, and drive margin improvements. Support the execution of an exit strategy or liquidity event, working closely with the private equity firm to align with investment objectives. Financial Operations & Reporting: Oversee the preparation of financial statements in accordance with U.S. GAAP and international standards, ensuring compliance with regulatory requirements across all jurisdictions. Lead monthly, quarterly, and annual financial reporting to the private equity firm, board of directors, and other key stakeholders. Implement best practices for financial reporting and performance analysis, ensuring the company maintains a strong financial position. Direct the finance team in all areas of financial operations, including accounting, financial reporting, budgeting, and tax compliance. Cash Flow & Risk Management: Manage the company’s cash flow, working capital, and liquidity to ensure the business operates efficiently and remains financially stable. Develop and implement risk management strategies, overseeing financial controls, insurance, and mitigation of operational, financial, and market risks. Work with external auditors, legal advisors, and tax consultants to manage risk and optimize the tax structure across global operations. This includes cyber security and IT Risk Management. Mergers & Acquisitions (M&A) and Capital Strategy: Lead or support M&A initiatives, including target identification, due diligence, valuation, and integration, to support the company’s growth strategy and value creation. Partner with the private equity firm to evaluate and execute on new investment opportunities, optimizing capital structure and aligning with the firm’s strategic priorities. Global Operations & International Oversight: Oversee financial operations in all international locations, ensuring compliance with local financial regulations and tax laws. Maximize financial processes and reporting systems across geographies, driving operational efficiencies and consistent decision-making globally. Coordinate with international finance teams to ensure alignment with overall company financial objectives and adherence to best practices. IT Strategy & Oversight: Lead the IT function, aligning technology investments with financial goals and operational needs. Ensure systems are scalable, secure, and enable financial reporting and forecasting capabilities. Partner with the IT team to ensure the integration of financial systems (e.g., ERP, cloud services) to enhance reporting accuracy and streamline operations. Drive initiatives that optimize the company’s technological infrastructure, ensuring it supports both financial and operational goals, particularly in the context of global manufacturing and sales. Leadership & Team Development: Build and lead a high-performance finance team, providing mentorship and fostering professional growth opportunities. Develop strong relationships with cross-functional teams to ensure finance is closely integrated with all business operations. Collaborate with the leadership team to set the overall direction for the business, ensuring that financial goals are met and exceeded. ESSENTIAL DUTIES AND RESPONSIBILITIES Financial Reporting Oversee the preparation and accuracy of consolidated financial statements in compliance with U.S. GAAP, IFRS, and other relevant international accounting standards. Ensure timely and accurate monthly, quarterly, and annual financial reporting for internal and external stakeholders. Manage the preparation and production of consolidated financial reports adhering to internal reporting deadlines. Interface with external auditors on the timing and coordination of the year-end audit and work closely with them throughout their audit cycle. Develop and communicate the reporting schedule internally to Oregon Tool locations and facilitate compliance with reporting deadlines. Streamline and provide continual improvements to the master closing package template utilized by all reporting units. Lead and manage the external reporting cycles in an accurate and timely manner to achieve compliance with debt covenants and reporting deadlines including preparation of financial statements and footnotes. Ensure that the reporting system is able to produce financial information in the format and configuration required by senior management. Accounting Operations Lead the North America accounting team, ensuring accurate and efficient day-to-day accounting operations. Oversee the monthly and year-end close processes, ensuring timely reconciliations, accurate journal entries, and adherence to closing schedules. Ensure compliance with internal controls, policies, and procedures to safeguard company assets. Maintain and monitor an effective system of internal accounting and financial reporting controls. Interpret and analyze and report on periodic results. Maintain an internal performance management reporting system. Provide accounting direction and support to company-wide reporting units. Manage the collection and consolidation of data from company-wide reporting units. Supervise the general ledger for various accounts and legal entities, ensuring the accounting records are accurate and well documented. Lead continuous improvement efforts to improve processes and shorten reporting cycle times. Maintain, update and improve policies, processes, and systems including automation of key activities. Team Management Lead, mentor, and develop the management teams across CP, Mold, and PD, ensuring accountability and high performance. Establish clear performance metrics and KPIs for all areas of the business to drive results and enhance team collaboration. Maintain good communication, promote problem-solving, assign responsibilities, and provide training and mentoring to employees. Select and develop key operational executives and successors, assign accountabilities, set objectives, and establish priorities. Team Leadership and Development Lead, mentor, and develop a high-performing accounting team. Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices. Manage performance, establish clear development goals, and provide ongoing coaching for team members. Lead documentation and continual improvement of departmental work processes. QUALIFCATIONS • Minimum of 5-7+ years of experience in executive financial leadership positions, with a focus on manufacturing, sales, and international operations. • Prior experience in a private equity-backed company is highly preferred, with a proven track record of driving growth and value creation. • Strong experience in M&A, capital structure optimization, and working closely with private equity investors. • Experience in capital markets managing banking and investor relations. • Strong financial modeling, analysis, and business forecasting skills. • Expertise in U.S. GAAP, IFRS, international financial regulations, and tax compliance across multiple jurisdictions. • Experience in IT or Business Analyst management, optimizing global systems, ERP software, and other integrated technologies. • Excellent leadership skills, with the ability to motivate and develop high-performing teams in a fast-paced, growth-oriented environment. • Ability to communicate complex financial concepts clearly to both financial and non-financial stakeholders, including the private equity investors. LEADERSHIP COMPETENCIES Strategic Orientation & Commercial Acumen The ideal candidate will have a strategic mindset and will look at business challenges and opportunities in a holistic way. With that strategic mindset, executing on the existing Playbook is the priority. They will understand how to integrate market and competitive trends, organizational state, and other issues into a coherent vision for change and growth and link this vision into a series of initiatives and priorities that are compelling and logical. They will have a strong track record of driving growth and value through internal initiatives. Execution / Results Orientation The ideal candidate will have a demonstrated track record of delivering impact in the business. The individual must have a high sense of urgency, be a highly driven execution- oriented leader who has repeatedly led organizations through rapid transformation that yield increased levels of growth and sustainable performance. They will have the ability and determination to move a portfolio of strategic imperatives forward, using performance metrics and benchmarks to track progress. Team Leadership / Talent Development The candidate will build deep organization strength, inspire and motivate the entire organization to impact the future growth, continuity and profitability of the business. They should be focused on coaching, mentoring and testing their senior leadership team to ensure continued growth and success of the business. The leader will consistently be recruiting to benchmark their existing team and as needed, bring in best-in-class performers. The ideal candidate will possess the ability to effectively motivate others to achieve goals and objectives as they build the next level leadership talent. Collaboration, Communication & Influencing The leader will be a good listener with outstanding interpersonal qualities and a natural, effective consultative style. They will have demonstrated the ability to be straightforward, frank, and direct with others while communicating respect. They must be able to influence, collaborate and partner with the different entities to drive improvements. This includes the ability to work effectively with a virtual, geographically dispersed organization. Interested in Learning More? 180one has been engaged by Oregon Tool to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann /971.235.6236/ matt.oltmann@180one.com .

Pike Street Capital Selects New Board Member

By Greg Togni • April 23, 2025
180one is pleased to announce our recent partnership with Pike Street Capital and the successful placement of a new Board Member for Superior Duct Fabrication, a Pike Street portfolio company! Superior Duct Fabrication is a leading provider of commercial and industrial HVAC duct systems, known for its high-quality fabrication, reliability, and customer service. The company serves a wide range of industries, delivering complex ductwork solutions with precision and speed. Pike Street Capital, a Seattle-based private equity firm focused on industrial growth companies, acquired Superior Duct Fabrication as part of its strategy to invest in scalable, high-performing manufacturing businesses. Pike Street partners with management teams to accelerate growth and build long-term value through operational improvements and strategic leadership. As part of this effort, Pike Street Capital partnered with 180one to recruit a new board member to help guide Superior Duct’s continued expansion and success. Congratulations to Pike Street Capital, Superior Duct Fabrication, and the 180one Search Team on a successful board placement!

Unicorn (Candidate) Migration Trends to Consider

By Greg Togni • April 7, 2025
Let’s face the music, or the new reality that attracting executives to move across the country for an opportunity has become increasingly difficult for a variety of circumstances. As businesses look to recruit top talent at executive levels, understanding the shifts in migration trends before you launch a search, better yet, as you plan a position, might be the difference of landing a great candidate in a reasonable amount of time, or dragging out a search for the unicorn who can’t be found. Let’s look at some of the factors and trends together that might shape how your organization moves forward in conducting a national executive search. Understanding the 2024 Relocation Landscape The 2024 Allied Migration Report paints a picture of a U.S. population increasingly seeking affordable living spaces, a better work-life balance, and more favorable economic conditions. Despite a 20% overall decrease in interstate relocations from 2022 to 2024, the main driver of those relocating is the alignment of their personal and professional goals. The report also underscores the shift toward midsize cities and suburban areas as more desirable destinations. This trend is being driven by a combination of rising housing costs in major cities, economic uncertainty, and a greater demand for improved quality of life. Companies looking to relocate candidates must consider a range of factors to ensure that they are not only attracting talent but also providing a work environment that matches these evolving preferences. Here are 5 key aspects that companies should score themselves against to determine how desirable their location is for the market. Depending on how one scores, it can help highlight the probability of relocating or needing to adjust the candidate profile to match candidates in the current geographic market not needing relocation. 1. Housing Affordability and Living Costs One of the most significant motivators for relocation in 2024 is housing affordability. In 2023, soaring housing costs in urban centers like San Francisco, Los Angeles, and Chicago pushed many people to consider smaller cities and suburban areas where the cost of living is lower. When relocating candidates, it's crucial for employers to consider how the cost of housing in their city or region will impact the candidate’s overall financial well-being. If your company is in a higher cost area, providing a sign-on bonus towards housing can be one lever to pull to cover the gap. 2. Remote Work and Flexible Work Arrangements The rise of remote work in the wake of the pandemic continues to shape relocation patterns. With many employees now able to work from anywhere, some candidates are looking for jobs that allow them to live in more affordable or attractive locations while still benefiting from a competitive salary. The ability to work from home (or a hybrid model) has made relocation less about proximity to the office and more about finding a place that offers a better quality of life. For employers, it’s essential to evaluate whether the role can be offered remotely or with flexible work arrangements. If the company is headquartered in a high-cost city but allows employees to work from anywhere, the business might be able to attract candidates from more affordable regions while offering competitive salaries. On the other hand, if the position requires in-office attendance, it’s important to highlight the benefits of relocating to that city—such as lifestyle factors, community offerings, and career advancement opportunities. 3. Job Market and Industry Opportunities Candidates are increasingly moving to regions where job markets are thriving, particularly in industries like technology, renewable energy, healthcare, and finance. The 2024 Allied Migration Report noted that states with growing job markets are experiencing strong inbound migration. How would classify your region’s overall job market? Candidates want to know that if they were to relocate, and for some reason down the road they leave the organization – what other opportunities exist for them locally. If there are no other reasonable and likely options related to their industry, or expertise - this can pose another hurdle that needs to be addressed. It’s essential to evaluate whether the region offers the kind of industry opportunities that will keep the candidate’s career trajectory on track. 4. Tax Policies and Financial Incentives Tax policies are a key factor influencing relocation decisions in 2024. States with no income tax have seen an increase in inbound migration, with people moving to these states in search of more disposable income. The economic uncertainty and high inflation rates in 2024 have made individuals more conscious of their financial situations, and tax-friendly states are becoming increasingly attractive. Employers looking to relocate candidates should consider the tax implications of moving employees to specific regions. 5. Quality of Life and Lifestyle Considerations Beyond financial factors, candidates are also considering lifestyle factors when deciding where to relocate for work. According to the 2024 Allied Migration Report, many people are moving to regions that offer a better balance of work and life, which includes access to quality healthcare, good schools, recreational activities, and a desirable climate. For employers, this means understanding the lifestyle preferences of potential candidates and emphasizing how the region supports these needs. What’s the Score? So how did your region score? How will it impact how you go to market with the position? Did you adjust the candidate profile to mirror what exists in the local candidate market, or is your region highly desirable to attract the unicorn? As migration patterns evolve, companies that adapt their candidate profiles and expectations to these shifting dynamics will be well-positioned to thrive in an increasingly mobile workforce.
More Posts