Practical Use of the Predictive Index and How to Stay in Compliance 

In Part 1 of this blog series, we explored the importance of using the Predictive Index (PI) while adhering to EEOC guidelines, highlighting how fairness, transparency, and compliance must guide the hiring process. Now, in Part 2, we will dive into how to practically apply PI data in real hiring scenarios, ensuring compliance and enhancing both the client and candidate experience. This section addresses key questions such as what to do when a candidate shows misalignment with a job’s PI benchmarks when to share PI data, and how hiring managers should use this information internally. 

In addition to ensuring EEOC compliance, understanding the practical use of the Predictive Index in the hiring process is crucial for consultants, hiring managers, and candidates. Here are some key points that address how to handle situations involving the use of assessment data: 

What Happens When a Candidate Shows Misalignment with an Assessment Benchmark? 

If a candidate’s Predictive Index results show misalignment with the behavioral or cognitive benchmarks of the job, this does not automatically disqualify them. Instead, it should prompt deeper inquiry. The rule of curiosity is critical here. Rather than making immediate assumptions about a candidate’s fit, the results should be a conversation starter. Misalignment might indicate that the role could be a poor fit for the candidate’s natural behaviors, but it could also reveal potential areas for growth or development. The key is to dig deeper into the candidate’s experience, motivation, and adaptability rather than making a decision based purely on the assessment. 

When Does a Consultant Share That Data with the Client? 

Consultants should share PI data with clients at appropriate stages in the hiring process—usually at the stage where a candidate is formally submitted to the hiring manager, one part of a larger decision-making puzzle, not the deciding factor. Consultants should emphasize to clients that the PI provides insights into the candidate’s behaviors that can be explored further in interviews. The client can then use this information to tailor their interview questions, gaining a clearer understanding of how the candidate’s traits align with the role. 

How Should a Hiring Manager Use This Data Internally? 

Internally, hiring managers should use Predictive Index data to complement their interview process. Rather than leading with the PI, it should serve as a confirmation of what’s learned through interviews and other assessments. The data can highlight areas where a candidate may thrive or struggle, helping managers plan for onboarding and training if the candidate is hired. For example, if a candidate scores lower on assertiveness but demonstrates strong skills in other areas, the manager might focus on developing leadership skills post-hire. 

What Happens to the Candidate During the Process? 

Candidates who participate in the PI process should always feel that their experience is fair, transparent, and respectful. Communication is key. Inform candidates about the purpose of the assessment and how the data will be used, and emphasize that it is only one part of a holistic evaluation. If a candidate shows misalignment, they should still receive constructive feedback that acknowledges their strengths and areas for growth. This approach not only ensures compliance but also enhances the candidate experience, positioning your company as one that values fairness and transparency. 

A consultant typically does not share Predictive Index (PI) data directly with the candidate for several important reasons related to process integrity, data interpretation, and the roles of the parties involved in the hiring decision: 

1. Preserving Objectivity and Professional Boundaries 

Consultants are external advisors, not the final decision-makers in the hiring process. Their role is to provide insights and guidance to the hiring manager, who is responsible for making the final decision. If a consultant were to share PI data directly with a candidate, it could blur the lines between the consultant’s role as an impartial advisor and the hiring manager’s role as the decision-maker. This helps maintain professional boundaries and avoids giving candidates the impression that the consultant has direct influence over hiring decisions. 

2. Data Interpretation Expertise 

While the PI data provides valuable insights into a candidate’s behavioral tendencies and fit for a role, interpreting that data requires contextual knowledge about the specific company, team dynamics, and role expectations. The hiring manager, who has a deeper understanding of the organization’s culture, the specific role, and the broader team, is best positioned to interpret the PI data in conjunction with other factors like interviews and assessments. Sharing the data directly with the candidate without this context can lead to misinterpretation or an incomplete picture of how the results relate to the actual job. 

3. Role of the Hiring Manager in Decision-Making 

Ultimately, the hiring manager at the company who is hiring for the role is the one who has the final say in hiring decisions because they have the most at stake in terms of team performance and long-term fit. They are responsible for ensuring the chosen candidate aligns with the company’s needs, values, and long-term goals. The PI data is one tool among many that help them make an informed decision. If the consultant shared PI data directly with the candidate, it could undermine the authority of the hiring manager or potentially cause confusion about where the final decision rests. 

4. Risk of Miscommunication or Bias 

Sharing PI results with candidates without the appropriate context or explanation could create unnecessary confusion or anxiety. Candidates might misinterpret their results or feel unfairly judged based solely on an assessment without understanding how the hiring manager will use the data as part of a holistic evaluation. There is also the risk that the candidate may challenge the results or view them as a rigid determinant of their fit rather than one component of a broader decision-making process. 

Moreover, the hiring manager uses PI results in tandem with interview performance, experience, and overall fit for the team and company culture. The PI is not the sole determinant, and sharing raw data could cause a candidate to fixate on one aspect of the process rather than seeing it as part of a broader evaluation. 

5. Protecting the Confidentiality of the Hiring Process 

Sharing PI data with candidates could also compromise the confidentiality of the hiring process. The hiring team may have specific reasons for not disclosing detailed information about a candidate’s behavioral assessment, especially if it could affect internal dynamics or if there are other candidates being considered for the same role. Keeping the interpretation of PI data within the hiring team ensures that the process remains controlled, unbiased, and focused on finding the best fit for both the company and the candidate. 

6. Ensuring the Candidate Experience Remains Positive 

One of the most important aspects of the candidate experience is making sure they feel respected, understood, and evaluated holistically. If candidates receive their PI data directly from a consultant without understanding how it will be used, they might feel boxed into certain personality traits or characteristics. This can negatively affect their perception of the hiring process and your company. On the other hand, if the hiring manager is the one sharing insights from the PI assessment—within the context of interviews and other evaluations—they can better explain how this data fits into the overall decision-making process, ensuring a more transparent and balanced experience. 

The key reason why a hiring manager has the final say on sharing PI data is that they have the full perspective on how the candidate aligns with the team, role, and company goals. Consultants play a vital role in providing valuable insights, but the hiring manager is responsible for interpreting these insights within the unique context of the organization and ensuring a fair and thoughtful hiring decision. This collaborative process preserves the integrity of the hiring process while safeguarding the candidate experience and maintaining compliance with hiring standards. 

The Wrap Up 

Using the Predictive Index in hiring can greatly enhance your ability to match candidates with the right roles, improve employee performance, and reduce turnover. However, staying EEOC compliant requires careful implementation, monitoring, and consistent application. By following the guidelines outlined here—ensuring job relevance, avoiding adverse impact, providing accommodations, and training your team—you can harness the power of the Predictive Index while maintaining the fairness and integrity that compliance demands. 

In the end, compliance is not just about avoiding legal repercussions— it’s about building a diverse, inclusive, and high-performing workforce. And that is a win for everyone. 

At Titus Talent, we go beyond compliance with our Head, Heart, Briefcase philosophy. This holistic approach ensures that we not only consider behavioral and cognitive data from tools like the Predictive Index but also take into account a candidate’s skills, cultural fit, and passion for their work. We are committed to putting the right person in the right seat by aligning their unique talents with your organization’s needs, all while maintaining the highest standards of fairness and compliance. 

With our process, we guarantee quality talent that drives lasting impact. Let Titus Talent help you navigate the complexities of EEOC compliance and ensure you build diverse, high-performing teams that stand the test of time.