How to Maximize Benefits of Behavioral Assessment Tests in the Hiring Process

Behavioral Assessment

This article is the first in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.
 
Hiring managers know there’s no perfect process for selecting the best candidate for a job, so it makes sense to utilize all the tools you can access to improve that process. At 180one, we’re finding that organizations are increasingly using behavioral assessment tests, often also referred to as personality tests, to help evaluate the suitability and predicted performance of high-level job candidates.


These tests can be a valuable resource, but they don’t paint a full or completely accurate picture on their own of a candidate’s ability to succeed in a job. When looking at indicators for success, research shows that in the hiring process, the general interview provides a 15% measure of success, and reference checks are about 7%, while cognitive or behavioral assessments are 25-30% effective.


Data suggests that these assessments have an important role to play as a tool leading to a great hire. There’s a wide range of test styles to choose from, at a range of price points, and taking a behavioral test today is a much more automated process than when they were first used in industrial settings.


Leading Behavioral Assessment Tools

The most popular and high-profile tests being used by hiring managers today include the following:


Hogan – Hogan’s tagline is “The Science of Personality,” and they offer a suite of business-based assessments for hiring and development. Their cornerstone assessment, the Hogan Personality Inventory (HPI), identifies qualities that describe how an employee will relate to others when they are at their best, and gives insight into how people work, how they lead, and how successful they will be. Hogan assessments are used by many Fortune 500 companies, including Intel, McDonald’s, Merck, GM, Microsoft and Cisco.


DISC – DISC’s accessibility and ease of plugging in results to success models makes it one of the most widely used workplace behavioral assessment tools today, and it’s also the one with the earliest origins. It was first developed in the 1920s by William Moulton Marston (also the inventor of the first lie detector and the creator of Wonder Woman). Marston theorized that the behavioral expression of emotions in relationship to environment could be categorized into four primary types: Dominance (D), Inducement or Influence (I), Submission or Steadiness (S), and Compliance (C). DISC assessments are also used by many Fortune 500 companies, particularly within management, including General Electric, Chevron and Walmart.


Wonderlic – The Wonderlic Personnel Test (WPT-R) helps measure general mental ability, which it touts as being widely accepted as one of the single best predictors of job success. The Wonderlic “Wonscore” assesses and ranks potential employees in the areas scientifically proven to predict job performance: Cognitive ability + motivation + personality. The NFL uses Wonderlic to assess their quarterbacks – it’s a timed test and can evaluate a person’s ability to make quick decisions without knowing all the options.


Myers-Briggs – the Myers-Briggs Type Indicator (MBTI) continues to be the most widely used personality test worldwide, although it has a different role than behavioral assessments in predicting success in the workplace. MBTI personality testing includes behavior, traits and character, and is based on psychologist Carl Jung’s model of “Psychological Types.” His belief was that every person has an innate desire to grow, and part of that growth comes from understanding, individually, how we operate in the world.


How Behavioral Assessment Tools Can Miss the Mark

In the early days of behavioral assessments for work, the candidate or employee would take the test, then an industrial psychologist or other trained analyst would scrutinize the test to identify behaviors especially suited or contrary to job benchmarks. (We’ll look at how job benchmarks help interpret test results in part 2 of this series.)


Today, because almost all popular behavioral assessment tests are administered online, and some are free, there’s a likelihood that the person(s) evaluating a candidate’s behavioral test results may not have much training or experience in how to interpret the information and relate it to other factors significant to predicting job performance and success.


The Nielson Group, which specializes in work-based behavioral assessment testing, has found some common mistakes organizations and hiring managers make in using behavioral style assessments when they don’t have training on how to best use the results.

Tests such as DISC, Wonderlic, or Myers-Briggs can be valuable tools, but these tests won’t be a significant indicator if they are the only tool a company uses to assess a person’s talent and fit. The complexity of determining talent and fit includes other important elements that need to be considered for hiring and developing employees.


Mistake #1: Behavioral assessment test results will tell you who will be a superstar performer or a low performer


Probably the most common error made in using a behavior-based assessment model occurs when someone assumes that it explains who will succeed or fail in a job. Most behavioral assessment tests only measure common behavioral tendencies — not skills, not motivators, not the ability to make quick decisions and good judgment.


A single behavioral assessment without companion tools and analysis does not predict job success — a “best” behavioral job profile for a position can be identified but is not appropriate as the only criteria to consider. Organizational research has shown that in general, any type of behavioral style can succeed in any type of profession, including leadership positions. It’s important to remember a behavioral style is only one part of the picture and there are many other elements that affect job performance.


Mistake #2: Behavioral style assessments are complete personality profiles appropriate for selection and development


While behavioral assessment tools such as DISC and Wonderlic explore traits within someone’s personality, the term “personality” encompasses much more than the scope of a behavioral assessment test. A complete talent profile is much more than behavior, and includes facets like values, beliefs, the ability to make good judgments and quick decisions, sense of humor, character, ethics, emotional maturity, thinking preferences, soft skills, and communication style. A behavioral assessment test is not a complete measure of who someone is, but simply one aspect of what makes a person unique: how we prefer to act and communicate in a certain situation.


Mistake #3: The hiring manager uses anecdotal data to determine what type of personality would be successful in a given role.


You can get the “right” result, meaning the result you’re looking for, from a test, but are you getting the right person for the job? For example, the “driver” personality is the most over-sought trait hiring leaders look for across all jobs and functions. However, an office full of Type A personalities can create havoc on any organization. Understanding the true personality required for a given role by considering other factors such as emotional intelligence, business acumen, and underlying core motivators, as well as considering other employees’ test results or industry statistics for the profession is critical.


Key takeaways on behavioral assessment tools

With the variety of assessment tools available, it’s important to identify what specific information you want to glean from a test, then research the types of tests in order to choose one (or more) that most closely aligns with your hiring needs.


For example, one test type may work better for you in identifying strong leadership traits your organization needs now, such as Hogan, and another may serve you better in looking at how someone will integrate into a team and their potential to develop into a leadership role, such as DISC.


Maximizing the efficacy of these tests requires experience in analyzing the results, so you’ll get the most out of a behavioral assessment when you partner with a trained user of the assessment tool. They can interpret test results with specific knowledge of your organization’s needs along with comparative data from other organizations with similar needs.


In part 2 of this series, we’ll look at how behavioral assessment tests and results are used in practice: At what stages hiring managers use them in the recruitment and interview processes, and the benefits and drawbacks of that timing; how to use test results in the interview process; and how to use them for onboarding and creating employee development plans.

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.
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