When companies start building programs around culture, they often end up in the world of behavioral, leadership, or communication assessments. Honestly, it’s a fun space with a lot of strong tools that can improve working relationships between staff, both inside and outside the company.
I’ve even had staff take an assessment home, show it to their family, and talk through what they learned about themselves. That kind of carryover is a good sign. It means the tool offers a meaningful (and sometimes surprisingly personal) benefit while also reinforcing the values at work.
In this article, the term “behavioral assessment” is being used as a catch-all. These tools typically look at how someone thinks, communicates, responds to stress, and sometimes how they lead.
Many readers have likely heard of a few:
• DiSC
• MBTI (Myers-Briggs Type Indicator)
• Predictive Index
• Emergenetics
• CliftonStrengths
• Hogan Assessment
• Zero Risk
• TKI (Thomas-Kilmann Conflict Mode Instrument)
There are many more. I’m not here to rank them or recommend a “best” option. But for companies considering using an assessment, there are a few key questions to think through before making a decision.
1. How will the tool be used?
Some assessments are designed for specific use cases, so it’s worth having a clear purpose up front.
• Is this a one-time culture engagement activity?
• Is it part of the hiring process?
• Will different tools be used for different leadership levels?
It’s also important to consider how long the assessment takes. If it’s being used in hiring, it needs to be quick and easy. The assessment should not become a barrier to entry.
If it’s being used with candidates, companies should be careful about how the results are used. They shouldn’t be the reason a candidate is hired or not. Instead, the report should guide stronger interview questions—especially around communication style, teamwork, and stress responses.
When sending an assessment to candidates, it’s important to explain:
• what it is,
• why it’s being used,
• how the results will be factored in, and
• how long it should take to complete.
Candidates may also want to see their results, and I was always happy to share their report.
These tools can bring significant value to the hiring process, but if not used carefully, they can also introduce risk—particularly if they appear to influence biased or unfair decision making.
2. Should someone be certified in the tool?
There may be someone on staff who’d be a great fit to become certified and manage the assessment internally. Most certifications require a training course and access to a platform, but this can reduce long-term costs, especially if the vendor is not being relied on for delivery or feedback.
More importantly, having an internal champion increases the value a company gets from the tool. When someone owns it, maintains momentum, and keeps it in regular use, it’s far more likely for a lasting benefit to be seen. And it can be a great development opportunity for that person.
If a company decides to invest in certification, it helps to plan ahead for how to keep the conversation going through team discussions, manager coaching, and periodic culture activities tied to the assessments.
3. What’s included in the assessment package?
Most providers offer multiple pricing options, such as:
• paying per assessment,
• purchasing bundles or volume packages, or
• subscribing to a platform.
Those platforms can be worth the investment. Many include team tools, exercises, discussion guides, and other resources that help the work continue beyond the initial results.
Some packages also include access to a consultant or account support—either as part of the package or as an add-on for specific deliverables.
Build it into the Culture
I’ve been certified in a few of these tools and used them in a variety of ways. Most teams enjoy reviewing their results one-on-one, and people are often surprised by how accurate their report feels.
Once a tool gains traction, companies can do comparison sessions with coworkers who collaborate often. Even if they know each other well, these sessions create shared understanding and shared language around:
• communication styles,
• stress responses,
• working styles, and
• thinking styles.
Managers also tend to love these tools. Sitting down with a direct report to compare profiles can open up communication and strengthen the relationship. Both people walk away with a better sense of how to work together.
Final Thoughts
Whatever tool a company chooses, consistency matters. The same assessment doesn’t need to be used forever, but once it becomes part of the culture, it needs regular use to stay beneficial. This means planning for periodic conversations or activities tied to the tool, so it doesn’t fade into a one-time event that’s quickly forgotten.
In my experience, the best use of these tools is to improve internal communication. The real value shows up in how people express themselves, how they interpret others, and how they show up under pressure. When a team has a shared language and a consistent framework to talk through these things, everything works a little better.
Published in C&R Magazine
