Find the Right Person with The Whole Mind Interviewing Process
There are three parts of the mind.
For centuries, we’ve known that the human mind has three parts; unfortunately, most recruiting and hiring processes forget this. Often, personality assessments are misused as screening tools, resumes are overused, and interviews are only used to assess whether employers “like” a candidate. None of these approaches provides actual information about how a person will perform. None provides relevant or reliable information as it relates to actual job performance.
Particularly for key positions, it’s critical to assess all three aspects of a candidate’s mind to understand how they relate to others, strive to perform, and think to process information. These three distinct areas can be assessed through a combination of affordable tools, verbal interviews, and assigned activities that are orchestrated during the recruiting process.
We have tested different tools and developed a base process for Whole Mind Candidate Assessment practices.
No process guarantees a successful hire. Every process is contingent on the availability of a continually fluctuating candidate pool. Additionally, there may be significant internal obstacles, such as a lack of readiness to accept a new person internally due to unstable cultural dynamics or unrealistic and unaligned management expectations.
Increase your chances of successful selection
Our business turnaround services address such issues as an essential parallel track to hiring. As a focused, tactical process, our Whole Mind Assessment is comprehensive and provides you with far more reliable information than “winging it.” Our process is essential for developing an accurate profile of a future employee who will be meaningful to your organization, and is one we encourage for higher-level, key executives and leaders.
Some highlights of the Whole Mind process include:
1. Properly identify the role you need and compare expectations with peers and others who will interact with the role.
2. Complete phone interviews and Kolbe Indexes® before live interviews.
3. Target interview questions to be aligned with specific job expectations.
4. Complete personality and skill assessments before a second live interview.
5. Give a job-related assignment for finalists to complete and present the rationale for their solution.
6. Complete background checks and talk to references.
Our Philosophy
Many people find our practices unconventional because we address what others overlook. For example, we use instinct tools to determine how a candidate operates, assessing job fit rather than just reviewing job history.
Hiring and training the wrong person can cost an organization up to one year’s salary in time and expenses during the first year of employment. That’s why we strive to integrate the best selection and hiring practices.
The average person changes careers three times—and usually for the better. Often, college degrees are chosen with little consideration for career satisfaction and personal fit. In light of this, we believe that the best candidates are frequently overlooked because Human Resources reviews a resume, but does not consider how a person will successfully perform. Just because a candidate started in another industry doesn’t mean that she won’t succeed in yours. In fact, knowledge transfer from other industries can be the purpose of gaining a strategic hire that brings you new innovative applications and fills the voids of abilities in your organization. Additionally, people’s attitudes and interests change when they are doing what they enjoy.
These realities make it imperative to broaden your organization’s skills and abilities for assessing people.