The Power of Cognitive Assessments in Smarter Hiring

Claire Monroe

Hey everyone, welcome back to The Science of Leading. I’m Claire Monroe, and—as always—I’ve got Edwin Carrington here with me, the calm in the hiring storm. Edwin, how are you doing today?

Edwin Carrington

Doing well, Claire. Always glad to be here—especially when we’re diving into something as foundational as cognitive assessments in hiring. It’s one of those topics that, honestly, doesn’t get talked about enough… but it shapes so many outcomes behind the scenes.

Claire Monroe

Yeah, totally. And I feel like this is one of those things where—on the surface—it seems like leaders think they’ve got it handled. Like, “Oh, I interviewed them, I saw the resume… I’ve got a good read.”But—I mean—I’ve lived this. At one of my old companies, we had this candidate who absolutely nailed the interviews. Like, so polished. Amazing stories, confident, even charming. But then, once they were actually in the role?It was like… they just froze. Curveballs, shifting priorities—any kind of ambiguity—and you could just see them spiral. And now I wonder if a cognitive assessment would’ve caught that before we hired them.

Edwin Carrington

Yeah—classic scenario. And it’s more common than most people realize.Cognitive assessments aren’t about what someone knows—they’re about how they think. Their mental agility, their problem-solving ability, how they handle ambiguity. These are the kinds of capabilities that don’t always show up in a resume... or even in a really well-structured interview.And just to clarify—these tests aren’t the same as an IQ test or a personality quiz. They’re job-relevant tools. They measure how someone processes new information, adapts, and makes decisions under pressure.That’s why, in study after study, cognitive ability keeps showing up as one of the strongest predictors of job performance.

Claire Monroe

Okay, so—let me try to boil this down—if I’m looking at someone’s CV, I’m seeing their experience, their hard skills, right? But a cognitive test is gonna tell me how they think through new challenges? Like… how fast they learn, how well they adapt?

Edwin Carrington

Exactly. It’s not just about past experience—it’s about potential.And in today’s workplace, where everything’s shifting faster than ever, that potential matters more than it used to. A strong cognitive assessment helps you spot who’s gonna thrive when things get complex… or messy… or just downright uncertain.And like you said earlier—it can catch those hidden gaps that even the best interviews might miss.

Claire Monroe

That’s so interesting. And I guess it’s easy to lump this in with personality tests, but it’s measuring something totally different, right?

Edwin Carrington

Right. Personality profiles tell you how someone might behave—how they communicate, what motivates them, how they operate in a team.Cognitive assessments? They’re about thinking mechanics—your reasoning skills, your learning curve, how quickly you process and apply new info.They work beautifully together. Use both, and suddenly you’re not just guessing—you’re building a full picture of how someone’s wired to work.

Claire Monroe

Okay, so it’s not about finding the quote-unquote “smartest” person—but the one who’s most prepared to handle real-world challenges in that specific role.That makes way more sense now.

Edwin Carrington

Exactly. And that’s why companies like Amazon, Google… they lean into cognitive testing.They’re not just hiring for who looks good on paper—they’re hiring for thinking power.They want people who can navigate complexity, grow with the business, handle pressure.It’s less “Who has the perfect credentials?” and more “Who can think clearly when the path isn’t obvious?”

Claire Monroe

Yeah—and I’ve seen the data. Like, actual science says this works, right? It’s not just a Silicon Valley thing.

Edwin Carrington

It’s backed by decades of research.Meta-analyses in journals like Psychological Bulletin show that general cognitive ability—sometimes called aptitude—is more predictive of job success than experience… or even education.And that holds across industries. Whether it’s entry-level or executive. Whether you’re hiring for engineering or customer success.Tools like the CCAT, the Predictive Index—they measure things like logical reasoning, verbal comprehension, pattern recognition. And each of those maps to different job demands.For example, pattern recognition? Huge in data roles. Verbal comprehension? Critical for any job that involves persuasion, negotiation, or teaching.

Claire Monroe

So like—if I’m hiring a sales rep—I’d care more about verbal speed and adaptability, right?But if I’m hiring for a technical analyst, I’m looking at numbers, patterns, that kind of stuff?

Edwin Carrington

Exactly. The best tools break it down so you get a sort of… thinking fingerprint.And when you use that data intentionally? You don’t just hire better—you onboard faster, retain longer, and reduce bias along the way.Because these tests are standardized—everyone gets the same questions, same conditions, same metrics.That’s where equity comes in. You’re evaluating how people think, not just where they went to school.

Claire Monroe

That’s huge. Because we’ve talked before about how unconscious bias can sneak into interviews—even when you’re really trying to be fair.So having something objective... that’s a game-changer.

Edwin Carrington

It is. And the results speak for themselves.Companies that use cognitive assessments well? They get better engagement, better performance, and way fewer mis-hires.And just to put a number to it—one bad hire can cost you up to 30% of that person’s first-year salary.That’s not pocket change. Especially when you count lost productivity, morale hits, and the cost of replacing them.

Claire Monroe

Yeah, I remember reading something like—what was it—74% of employers admit they’ve hired the wrong person at least once?And it’s not just awkward—it’s expensive. It drags down teams. It affects trust.So using cognitive assessments isn’t just smart—it’s kind of protective.

Edwin Carrington

Absolutely. And when you combine cognitive and behavioral data? You’re not just hiring for today’s needs.You’re hiring for who that person can become as your business evolves.

Claire Monroe

So—let’s get tactical. If I’m a hiring manager listening right now, how do I bring in cognitive assessments without making it feel like just one more hoop for candidates to jump through?

Edwin Carrington

Yeah—great question. The key is transparency and timing.Be upfront. Let candidates know why you’re using it.Make it clear that it’s about finding the best mutual fit—not about trick questions or gatekeeping.Offer examples. Explain the time commitment. And choose the right moment in your process.Some use it early to filter. Others wait until the final few to validate.There’s flexibility, but the goal is always the same: use the data to inform, not replace, human judgment.

Claire Monroe

And what about missteps? I’ve heard stories of companies relying too much on test scores—like they forget that people are more than numbers.How do you keep that from happening?

Edwin Carrington

Yeah—that’s a real risk.Cognitive tests are powerful—but they don’t measure values, emotional intelligence, or ethics.They’re one piece of the puzzle. Use them with behavioral insights. Pair them with structured interviews.And always ask: “Does this person’s thinking style actually match what the role requires?”It’s not about the highest score—it’s about the right score for the right challenge.

Claire Monroe

That totally tracks.And I know OAD’s approach is all about blending those insights. Do you have a story or real-world example that brings this to life?

Edwin Carrington

Sure do. We worked with a global company—tons of turnover, team friction, inconsistent results.They had cognitive assessments… but were using them as a pass/fail filter. That was it.We helped them integrate behavioral data alongside it—and tailored the benchmarks to specific roles.Suddenly, they weren’t just finding “smart” people—they were finding people who actually fit the demands of the job and the team.Turnover dropped, onboarding got smoother, engagement went up.It wasn’t about more data—it was about using the right data, in the right way.

Claire Monroe

I love that.It’s not about collecting info for the sake of it—it’s about making smarter decisions.And honestly, it sounds like a win for everyone—the company and the candidate.

Edwin Carrington

It is.Because when people feel like the process is fair… and focused on who they really are—not just their pedigree—they show up differently.They engage. They perform. And they stick.That’s how you build teams that actually last.

Claire Monroe

That feels like the perfect place to wrap it up.Edwin, thank you—this was eye-opening as always.And if you’re listening right now thinking, “Okay, how do I actually try this out?”—you can test OAD’s behavioral and cognitive tools for free at o-a-d-dot-a-i.Seriously—it’s a simple way to streamline your hiring process and improve fit across the board.

Edwin Carrington

Glad to be here, Claire.And just remember—smarter hiring starts with smarter data.Take care, everyone.