Picture this: Your studies are behind you, you’re now years into your career and decide to apply for a new role. When interview day finally comes around you feel like a student all over again as you’re prompted to complete a series of psychometric tests to decide your suitability for the role. This is a scenario many jobseekers – who perhaps now work for you – have found themselves in at one stage or another.

Of course, not all employers elect for psychometric testing or assessments as part of their recruitment process or even as part of general development initiatives – you may well be one of them who doesn’t. But the general idea behind these tests is that the employer and the employee, can learn a range of things about how they work that wouldn’t necessarily be revealed in a good old fashioned face-to-face interview. Needless to say, that’s a topic of much debate.

Whether your experiences of psychometrics or assessments are as part of the hiring process or even part of some one-off developmental training, in an effort to build self- awareness, there is often a feeling of confusion as to what you’re supposed to do with this information after you’ve finished. The results are filed away in a drawer or computer folder never to see the light of day again. So, what’s the purpose? After all, in terms of recruitment specifically, it’s been proven strong psychometric results won’t always translate positively to outstanding performance once someone has been employed.

How you see yourself or how others see you can lead to some hugely valuable insights and personal breakthroughs, in terms of your own performance as well with your interpersonal relationships. Making these breakthroughs stick has often been difficult in the past. They tend not to be sustained and built in to new behaviours and patterns of thinking. This is the way executives work with leadership coaches, ensuring that these realisations and valuable pieces of awareness are directly linked to structured and long-term development.

The need and demand for this sort of informed, continuous development was evidenced with a recent CV-Library study of 2,000 UK professionals. When asked what their career priorities over the next year are, the top answer at 44.6% was to learn more skills while 43.5% wanted to receive more pay. 

It’s clear there’s an opportunity here. What if your organisation provided ongoing opportunities to develop new skills, but in a way that was linked directly to insights they can leverage from these assessments?

This is a movement we’re promoting with Jyre – the chance for your leaders and people to understand and develop themselves on an ongoing basis. We want to make this process the norm.

As a psychologist and executive coach, our founder Mark has seen first-hand the usage of psychometric tests throughout his career and knew there was a better way. The value your people can take from doing these assessments, need no longer sit locked away in a drawer.