Can MBTI Be Used for Hiring? What HR Should Know Before Assessing Candidates

Choosing the right person for a role is a key challenge for HR. However, MBTI should not be used as a hiring criterion because it only describes preferences, such as thinking independently or interacting with others. It does not measure how well a candidate can perform a job, and its developer states that it was not designed for selection. HR should assess candidates on the skills required for the role through structured interviews and work samples. MBTI is better suited to team development after employees have been hired.

 

What Is MBTI, and What Can It Tell Us About People at Work?

MBTI, or the Myers-Briggs Type Indicator, assesses personality preferences across four pairs. These combine to form 16 personality types, such as INFP or ESTJ. 

 

 

This table describes preferences within the MBTI framework. It does not score ability or require people to behave in one fixed way. A person can use both sides of each preference pair, even if one feels more natural.

 

Why MBTI Should Not Be Used for Hiring

The main reason is that MBTI was not designed to predict job performance or select candidates. The Myers-Briggs Company states that the tool has not been validated for hiring and selection, although it can be used for personal development. HR should therefore avoid using personality types to assign pass or fail scores or to break a tie between candidates with similar scores.

1. Preferences Do Not Demonstrate Ability

A candidate who prefers thinking independently may be an effective presenter and negotiator with clients. Someone who enjoys meeting others may still lack listening or follow-up skills.

These examples show why HR must assess the skills needed for the actual job separately from personality stereotypes.

2. Specifying Preferred Types May Exclude Suitable Candidates

If job postings accept only certain types, candidates with relevant skills and experience may be excluded before they can demonstrate their abilities. Myers & Briggs Foundation guidelines state that MBTI should not be used for hiring or assigning people to positions.

3. Using Multiple Tools Does Not Make MBTI Suitable for Selection

Combining interviews with MBTI does not address its limitations if HR still uses personality types as selection scores. Each tool must be appropriate for its intended purpose from the outset.

 

MBTI Misconceptions HR Should Watch Out For

The following examples highlight stereotypes to avoid and suggest ways to assess candidates using evidence instead.

 

 

The key question for HR is “What evidence shows that this person can do the job?” Every selection criterion should answer this question without using personality letters as a substitute for evidence.

 

How Should HR Assess Candidates?

Start with the tasks the role requires, then choose methods that directly demonstrate relevant skills or behaviors. The following approaches can be adapted to your needs.

1. Define Essential Skills Before Recruiting

Clearly describe what the employee needs to do and what acceptable performance looks like. For example, an HR Payroll role requires reviewing payroll data, using spreadsheets, and explaining pay items to employees.

Turn broad descriptions such as “good personality” or “fits the team” into observable behaviors, such as summarizing information fully, listening to questions, and coordinating with others when data does not match.

2. Use Structured Interviews

A Structured Interview uses core questions defined in advance, along with consistent scoring criteria

Sample questions for an HR Payroll:

• If you found a payroll error before payday, how would you investigate and resolve it?

• Describe a time when you had to gather information from several teams before a deadline. How did you follow up?

• If an employee did not understand a deduction, how would you explain it and review the information together?

Define the elements of a strong answer in advance, such as checking source data, assessing the impact, notifying relevant parties, and verifying the results after corrections.

3. Use Work Samples

A work sample asks candidates to complete activities similar to the actual job. Test skills they need when starting the role, and avoid judging them on company-specific procedures they have not yet been taught.

 

The examples in this table can be adapted to your needs. Use fictional data, allow a reasonable amount of time, and explain the assessment criteria to candidates.

4. Check the Evidence Behind Any Other Assessment Tool

Do not choose an assessment simply because it is popular or labeled a “personality test”. Request documentation on its reliability and evidence that it is suitable for selection in the relevant work context.

Different personality assessments serve different purposes, and hiring decisions should not rely on the results of a single tool. 

 

How to Use MBTI Appropriately for Team Development

Use it as a starting point for discussing differences and working together. Myers & Briggs Foundation lists organizational applications such as communication, teamwork, conflict management, and leadership development.

Examples of use after hiring:

• Discuss whether employees prefer receiving information before a meeting or exchanging ideas during it

• Invite team members to explain how they prefer to receive feedback so they can understand and act on it

• Explore where differences in planning create difficulties, and agree on a shared approach to tracking work

• Let each person reflect on whether the assessment results match their experience

HR should also let people explain their own needs rather than replacing a conversation with assessment results. For example, ask “How would you like to receive a brief?” instead of assuming how someone with a particular type must work.

For appropriate team development activities, explain the purpose, make participation voluntary, and agree on how results will be shared. Results should not be used to rank people or limit their work opportunities.

 

Checklist Before Using an Assessment

This checklist offers practical guidance for HR to clearly separate selection from development.

• Identify the skills or areas you want to assess

• Check that the tool supports that purpose

• Ensure supporting documentation is available and results are interpreted by someone who understands the limitations

• Apply the same criteria to candidates for the same role

• Include other evidence, such as work samples and interviews

• Explain the purpose, who can access the results, and how long the data will be retained

• Document selection decisions using job-relevant evidence

If your company currently uses MBTI to score candidates, remove this component from the selection criteria. Then review which interview questions or work samples can assess the skills you need.

 

Conclusion: How Should HR Use MBTI?

MBTI should not be used as a criterion for accepting or rejecting candidates. Selection should consider job-relevant qualifications, skills, and behaviors through verifiable evidence. MBTI is better used for development activities and understanding the team, without limiting employees' abilities or opportunities.

 

FAQ About MBTI and Hiring

Q: Can MBTI be used for hiring?

A: MBTI should not be used to accept or reject candidates because it was not designed to predict job performance or select employees.

Q: Can MBTI be used alongside interviews?

A: MBTI results should not be used as selection scores, even when interviews are also conducted. For team development, keep MBTI activities separate from hiring decisions.

Q: Which MBTI type is best suited to an HR role?

A: MBTI types should not be specified as recruitment requirements. HR should assess the skills needed for the role, such as communication, data checking, and problem-solving.

Q: How should candidates be assessed without MBTI?

A: Define essential skills, use structured interviews, and set work samples appropriate to the level of the role. Consider experience and previous work as supporting evidence.

Q: Is MBTI still useful for organizations?

A: It can support self-understanding, communication, and team development activities, provided personality results are not used to rank employees or limit their opportunities.