Individual Psychological Assessment (IPA) has gained in use and in value to organizations in the management of human resources. However, even though IPA is considered a core competency for industrial–organizational (I–O) psychology, its practice is not without critics. It is a tool used to help organizations make decisions about hiring, promotion, and development. A typical individual psychological assessment consists of professionally developed and validated measures of personality, leadership style, and cognitive abilities among other things. This article is written not only to address several criticisms of IPA but also to discuss a variety of issues that must be taken into consideration if IPA is to advance as a major component of the I–O scientist–practitioner model.