Introduction In recent years, more human resource (HR) managers have demonstrated an increased interest in using personality assessments in spite of debates on their effectiveness in a selection process. Personality tests can be viewed as an important topic for discussion in the field of management because both researchers and practitioners are interested in examining the relationship between personality characteristics identified with the help of these tests and later employees’ job performance and behaviour (Ellingson, Sackett & Connelly 2007; Klehe et al. 2012). In this context, personality assessments serve to determine particular traits in individuals, and this information can inform managers regarding positions and tasks to select for employees, especially in a hiring process. Nevertheless, there is a concern presented in the academic literature on the use of personality tests in the workplace that is associated with possible response distortion and faking (Jackson, Wroblewski & Ashton 2000; Mueller-Hanson, Heggestad & Thornton III 2003). As a result, despite practitioners’ choice of these measures, researchers cannot agree on the validity of these tests to be effectively used in organisations. Therefore, the question to focus on in this research can be formulated in the following way: What are the strengths and limitations of personality assessments when using them in working environments? The purpose of this paper is to critically discuss the strengths and weaknesses of these measurements in the context of applying them in the workplace with reference to related issues, such as validity and response distortion among others. Although personality tests are widely applied by HR managers to determine employees’ personality characteristics and attributes to make informed decisions regarding hiring, promotion or development, these tests are usually self-reported ones, which increases the risks of bias and faking. Personality Assessments and Their Application in the Workplace During many years, personality assessments are actively used by HR managers in the workplace. The reason is that these measurement tools are regarded as effective to enhance a selection process, determine leadership attributes in candidates and employees, and improve training and development practices (Goodstein & Lanyon 1999; Risavy & Hausdorf 2011). Personnel selection remains the main area in which traditional personality assessment tools are applied to inform decision-making regarding candidates. According to Ones et al. (2007), these measurements help to identify specific traits of potential employees that can be used to predict their professional performance and possible counterproductivity. Thus, the Five-Factor Model (Big Five Theory) is a key theory to explain and support the use of personality inventories in different contexts. Big Five factors that are referred to in this model are Intellect or Openness to Experience, Extraversion, Emotional Stability or Neuroticism, Agreeableness and Conscientiousness. Thus, focusing on Intellect or Openness to Experience scores, it is possible to determine whether a candidate is broad-minded and open to innovation. Extraversion-related scores indicate whether a candidate is active and able to work and communicate in a team (Goodstein & Lanyon 1999; Risavy & Ha