Robert Drovdlic, director of the Global Consulting Partnership, a consulting company based in Wayne, Pa., agrees.
"There is a danger in relying on selection instrument data to make the decision," he says. "You have to look at the whole picture—the background, experience and the interview."
And before you can even begin to use an assessment/selection instrument effectively, you need to have the processes in place to support it, he continues.
"Who is in charge of hiring, and do they have training in hiring and interviewing? Drovdlic says. "Do you have adequate job descriptions, and do you have a general idea of the competencies (personality traits and skills) necessary to do the job? And then, as an additional layer of information, you can use selection instruments."