Methodology
How Kokoro structures assessments
How an assessment is structured
The methodology starts from the role, not from the test. First you define what the position needs; from there the instruments are chosen and combined, and finally the results are read as comparable signals that help order who to interview first.
- Define the role. What the person does, in which function and at what level, and which competencies matter.
- Choose and combine tests. Psychometric, technical and competency, according to what the role requires.
- Run with integrity controls. Candidates complete the assessment online, with informed consent.
- Interpret the signals. Results are ordered and read against a comparable reference.
- Prioritize and prepare interviews. The team uses the evidence to decide with human judgment.
Tests, competencies and the role
Kokoro's library brings together 300 assessments: 253 behavioral competencies, 11 psychometric tests and 36 technical or language tests. The methodology does not apply them all: it selects and combines according to the role, to assess what that position actually needs.
253
behavioral competencies
11
psychometric tests
36
technical & languages
Why it starts from the role
The same signal —say, attention to detail or composure under pressure— weighs differently depending on the job. Defining the role first lets you choose what to assess and read each result with the right benchmark, instead of applying a generic standard to every candidate.
How results are interpreted
Scores are never read in a vacuum. Kokoro interprets each result as a comparable signal: it is contrasted against a reference by country, function and seniority, so that every candidate for the same role is measured with the same instrument and read against the same benchmark.
- Same instrument per role: everyone takes the same thing, so the comparison is fair.
- Reference by context: read by country, function and level, not in the abstract.
- Role fit: a comparable reading of how the profile aligns with what the position asks for.
- Ordering to prioritize: ranking, comparator and notes to focus interviews.
AI helps interpret and order those signals according to the context of the role. It supports the team's reading; it does not decide, predict or replace human judgment. The detail of the instruments and how they are used lives in Science.
What the methodology does NOT do
- It does not decide who to hire.
- It does not predict future performance or guarantee results.
- It does not diagnose the candidate psychologically.
- It does not replace the interview: it prepares it with evidence.
- It does not automatically disqualify based on a single isolated signal.
Limits
An assessment is a comparable snapshot of one moment, not an absolute truth about the person. The quality of the reading depends on defining the role well and combining the right instruments. The signal guides, but it is always interpreted alongside the CV, experience and the interview. The decision —and its responsibility— belongs to the human team.
Frequently asked questions
How is an assessment structured in Kokoro?
It starts from the role: based on what the position needs, Kokoro combines psychometric, technical and competency tests. Results are interpreted as comparable signals by country, function and seniority, and ordered to help prioritize interviews.
Which kinds of tests does the methodology combine?
Kokoro brings together 300 assessments: 253 behavioral competencies, 11 psychometric tests and 36 technical or language tests. The methodology combines them according to the role; not every test is used every time.
Why does the assessment start from the role and not the test?
Because the same signal means different things depending on the job. Defining the role first lets you choose what to assess and read results with the right benchmark, instead of applying one generic standard to everyone.
What does it mean for signals to be comparable?
It means every candidate for the same role is assessed with the same instrument and read against the same reference (country, function, seniority). The team compares with a shared standard rather than scattered impressions.
Does the methodology decide who to hire?
No. It orders comparable evidence so the team can decide who to interview first and how to prepare that conversation. The final hiring decision is always human.
Does the methodology predict future performance?
No. It provides comparable evidence to prioritize interviews; it does not predict performance or guarantee results. It describes styles and aptitudes for a role and is not a psychological diagnosis.