How To Hire Someone With A Growth Mindset - Procurement News

Career Management | by Omer Molad on 12/04/2019 11:51 | 0 comments |

Some people are on a journey of continuous improvement and, as a result, are more likely to achieve their goals. Here’s how you identify those with a growth mindset.

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The growth mindset theory was brought to prominence by Carol Dweck, a Stanford psychology professor, and in simple terms it suggests that “we can grow our brain’s capacity to learn and to solve problems”.

Rather than labeling people as smart or not, musical or not, good at math or not, talented or not, and so on, Dweck argues that with effort we can learn how to improve in every area.

After failing a biology exam, a student with a fixed mindset will muse that they aren’t good at biology, they aren’t a good student and they are a failure. The only logical conclusion from here is therefore to quit and the resultant emotion is likely to be self pity. This student is a hostage to their own perceived limitations. They have become the grade from their exam. They are a failure.

Conversely, a student with a growth mindset will conclude from the failure that they didn’t study enough or didn’t use the right study methods. They do not label themselves as a failure. Rather, they see the exam as a failed effort, learn from it and adapt, thus becoming stronger.

It’s not easy being the smartest person in the room your entire life and then one day failing. This is the critical juncture. Am I a failure? Or did I encounter a scenario where I didn’t work hard enough or well enough? Do I need to change my approach?

The first conclusion – I’m a failure – is disastrous because we believe that our ability is capped and it leads to despair. The second conclusion – I can improve – leads to hope.

The world is not necessarily divided into people with fixed and growth mindsets. Even the most frequent adopters of a growth mindset can find themselves in a fixed mindset sometimes. But some people consistently approach life’s challenges with a growth mindset.

Such people are on a journey of continuous improvement and, as a result, are more likely to achieve their goals. In fact, they are likely to move the goalposts altogether. They won’t give up as easily, they will find a way to solve complex problems, they will teach themselves new methods and they will value effort, determination and improvement over any talents they perceive to have been born with.

They will find a way to win rather than believing that they are simply a winner or a loser.

Here’s four ways to hire someone with a growth mindset:

Going to the Next Level

Professor Dweck worked with a baseball team to identify draftees with a growth mindset. Prospective draftees were asked what they would have to change in order to be successful at the top level.

Recruiters were looking for people who acknowledged that they’d need to improve most of their skills because this demonstrates an understanding that abilities can be developed.


This question can easily be modified to suit a company setting.  Just ask candidates what they would need to do to be successful in a role that is one level up from their current role.

Dealing with Failure

Ask candidates about a time when they didn’t get an outcome they wanted. It doesn’t have to be linked to their careers – it can be anything like a grade at school, an application that was refused or a poor showing in a sporting competition, to name a few. Then ask what their conclusion was. Why did they fail? What did they learn? What did they do next? Look for attempts at improvement based on greater effort or a change of approach.

The Musician Test


Ask candidates what it would take for them to become really good saxophonists. This should be a multiple choice question. One answer should be along the lines of “a good teacher and lots of practice” and another should be something like “hell to freeze over, it will never happen”. The idea is to determine whether candidates think they can develop skills in an area that they previously had none.

Labelling


Give candidates a number of scenarios and for each one ask them to choose between two phrases that describe how they feel about the outcome. For example, if the scenario is “you came fourth out of eight in a race” then the two phrases could be “too slow” and “need to speed up”. If the scenario is “you got 58 is the biology exam and 83 in the literature exam” the two phrases could be “better at literature” and “didn’t study effectively for biology”.

The first phrase in both scenarios effectively labels the candidate as a success or a failure, as good or bad at something. This implies a fixed mindset. Conversely, the second phrase in both scenarios implies a belief in the ability to improve.

Hire for Growth 

Hiring people with a growth mindset means that, instead of hiring fixed talent, you are hiring people who will become more and more talented over time. Improvement in your company will therefore be continuous. Once you know what to look for, hiring people with a growth mindset is not necessarily difficult.

This article, written by Omer Molad, was originally published on Vervoe.


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Author

Omer Molad

Chief Officer

Every day I work to help companies connect with job candidates in a more authentic way - more about who can do the job and how they’ll contribute, and less about how good they look on paper or how fortunate a background they come from. I was first motivated to do this because of my personal experience being rejected as a job candidate when I knew I was qualified. After growing up in Tel Aviv, where I excelled in high school, served as an officer in the military and worked at two startups, I moved to Melbourne and couldn’t even get an interview anywhere. I applied to hundreds of jobs but I didn’t yet have a university degree, nobody could pronounce my name and I was from the Middle East. Nobody gave me a chance. Three university degrees and many years of experience later I found myself leading a big team at an enterprise. I saw the same problem from the other side of the table. I was constantly presented with fancy résumés of candidates who couldn’t apply their skills to a new environment. conversely, the top performers in our team were not the ones from recognized universities or with logos on their résumés. They were curious, hard working, collaborative, dedicated, tenacious and creative. That’s when I came together with David, my co-founder, to change the way companies hire and make it about merit, not background. We invested our own time, knowledge and money to build a platform called Vervoe that thousands of companies now use to giver every candidates a chance to showcase their talent.


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