1. If you knew the personality profiles of your workers, how would you actually use the information to benefit the company? Can personality testing help you achieve the company’s goal of becoming one of the largest candy makers in North America?
2. Does personality testing help cultivate deep-level diversity, or does it do the opposite, ensuring a company staffed with people who are the same? Is there another way to cultivate deep-level diversity besides personality testing?
3. Do you see any drawbacks to personality testing? In addition to a diverse work force, what benefits could a manager derive from personality testing?

Every business magazine you’ve picked up recently has had some kind of article on personality testing in the workplace. You’ve read about the Caliper, used by FedEx, the Chicago Cubs, and the WNBA’s Phoenix Mercury. Anne Mariucci, part-owner of the Mercury, uses the test to evaluate potential draft picks and make coaching assignments. With the help of a consultant, venerable retailer Neiman Marcus designed a test to identify the characteristics needed to be a successful sales associate; as a result, it has increased sales per associate by 42 percent and reduced staff turnover by 18 percent. Today, you’re reading about a personality test originally designed for Olympic teams and military units (small groups in high-pressure situations with a single, focused goal).