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With the requirements for consultants becoming ever more stringent, many consultancies are incorporating tests into their interview process. There are four main types of test: personality, logical, numerical and verbal.

Personality:these tests use a variety of situations and assess how you would react, how you work with others, what frustrates you and how you cope with pressure. Typically, a question is formed of a statement and you are required to select the most appropriate from options ranging from strongly agree to strongly disagree.

Logical reasoning:the aim of this test is to assess your problem solving ability. The tests revolve around recognising patterns and working out what is next in the sequence. You will normally be given a row of 4 pictures and 5 possible answers. An example is below:

Numerical reasoning:in this test you are provided with data normally presented as tables, charts andgraphs: the aim is for you to perform calculations to answer a set of questions given.All the information you need can be obtained by manipulating this data. Some erroneous data is also usually provided to assess who can sort the relevant from irrelevant information.

Verbal reasoning:in this test you will be required to quickly read a sample of text and answer questions which are most commonly ‘true’, ‘false’ or ‘cannot say’ based ONLY on the text you have just read.This test not only shows your ability to quickly assimilate information and understand its meaning, but also the competency with which you speak English, should you be non-native, as the test commonly contains business terminology.

When looking at the types of test and what they can achieve it makes sense for consultancies to use at least one type. It enables them to benchmark candidates against one another and against their own standards. The vast majority of candidates coming straight from university will always be subjected to at least one of these as they are being hired on both their academic ability and their potential.

With some consultancies senior candidates, who have experience either in consulting or industry, are also asked to complete a test and this is not always received well! On occasion candidates at this level are not enthusiastic about completing tests, and it has been known for individuals to withdraw themselves from processes to avoid tests. The view, which is a common one, is that they have proven themselves during their career and therefore should not be tested further.

One could take the view that asking a Partner level candidate to take a numerical reasoning test shows a lack of trust in their ability, a lack of respect for their seniority and insulting, given what they have achieved. After all, no one gets to that level in consulting without being able to add and subtract…. They may also think that if they’re doing the same job now as they would be doing in the new company they don’t need testing. If they’re doing it now, they can do it after they move.

These are all very valid reasons for a candidate feeling put-out that they have been asked to do a test. However, if a candidate can do a job, and they are confident in their own abilities, why would they object to a test? Fear is probably the most common reason, followed swiftly by pride. Pride (as it often does) can get in the way of so much. I believe it is quite damaging to have the view “why should I do that? I’m a Partner don’t you know!” Don’t forget that all the current Partners at the firm have taken this test at some point too and they thought it was a valuable exercise!

The reality is that, over time, the skills needed for a role change, the responsibilities evolve and people need to adapt to this change. A common misconception is that testing is there to catch you out, to trip you up, to try and make you look incompetent. The reason for testing is to assess someone’s strengths and weaknesses; very few excel at both words and numbers – knowing which you need to work on is about helping you do a better job and helping you develop yourself.

It makes sure you have the core analytical skills needed. It is expensive, in all sorts of ways, and for all involved, to hire someone only for them to leave 4 months later. This never looks good on a CV and it’s another method of checking you’re right for the company and they’re right for you.

The personality test is not a ‘pass’ or ‘fail’. It is not there to assess a skill but is used far more frequently to construct project teams that will work well together. We all know what it’s like working with someone you really don’t get on with and this test is trying to prevent that, therefore it’s something you should be pleased to do.

If you’re joining a company to lead a new team and all your direct charges have taken a specific test. It is far more beneficial to undergo the same process, know what they have been through and therefore understand how they think, what motivates them and, consequently, how to build them in to a better, more successful team. During selection for the Royal Marines there is a Potential Royal Marine Course and a Potential Officer Course. During the latter, officers are required to carry double the weight than the marines and also meet higher standards in the Commando tests. If you are leading a team you should want to do something (like take the test) that demonstrates you’re at least as capable as everyone else.

Relevant testing is beneficial; it gives confidence to your prospective employers but also to yourself. You know you can do the job, they think you can do the job (or they wouldn’t have invited you this far) so why shoot yourself in the foot? Prepare, practice, ace the test and go get that new job!