When jobs become available, candidates start flooding organizations with resumes and applications. This is a bad thing for organizations because they have a wide variety of candidates to choose from to meet their needs. The problem arises when organizations need to choose the best person for the job. To combat this problem, organizations have developed testing and screening procedures to narrow the applicant pool to the best candidates. These tests consist of intelligence tests, behavioral interviews, assessment centers, realistic job previews, and personality tests. Some of these different batteries have become controversial due to the negative impact or poor validity associated with them. I will discuss the controversies surrounding the negative impact and validity of personality tests. There are three main questions that employers seek to answer during the candidate selection process: does the candidate have the right skills and experience, is they enthusiastic and motivated and will their attitude and personality work style fit. Judging a person's personality can help answer questions about motivation and work style. In most work situations it is the personality of the workers and managers that influences the success of the company. If employees don't work well together or managers fail to keep workers motivated, the company's productivity will suffer. Personality tests are normally administered when a candidate applies for a position for the first time. The results of these tests determine whether or not the candidate will be able to access the next stage of the selection process. The most common personality test used tests the applicant on the “big five” personality traits. These traits consist of opening…half of the paper…d cognitive ability tests. Journal of Applied Psychology, 79(6), 987-992.Converse, P. D., Oswald, F. L., Imus, A., Hedricks, C., Roy, R., & Butera, H. (2008). Comparing personality test formats and warnings: Effects on criterion-related validity and test-taker reactions. International Journal of Selection and Evaluation, 16(2), 155-169. doi:10.1111/j.1468-2389.2008.00420.xBott, J. P., O'Connell, M. S., Ramakrishnan, M., , & Doverspike, D. (2007). Practical limitations in making decisions regarding the distribution of candidates' personality test scores based on incumbency data. Journal of Economics and Psychology, 22(2), 123-134. doi:10.1007/s10869-007-9053-xRyan, A. M., Ployhart, R. E., & Friedel, L. A. (1998). Using personality tests to reduce negative impact: A note of caution. Journal of Applied Psychology, 83(2), 298-307. doi:10.1037/0021-9010.83.2.298