How Monitoring and Matching Mindset Capacity Can Benefit Your Company
A checklist on things to do when building an organization for change. By implementing these strategies, organizations can ensure that they are building teams that are better equipped to handle unexpected events and risks. They can also improve their financial performance by matching mindset capacity to performance and addressing gaps in mindset within the leadership team. Finally, by building a bench of complementary employees and predicting problems before they arise, organizations can be more proactive in their approach to talent management.
- Monitor changes in mindset within the organization, especially related to turnover. If those leaving have a better mindset than those staying, this could indicate future financial problems. Based on our data sets, declining mindsets are predictors of declining financial performance 6 to 18 months in the future.
- In any organization, effective communication and adaptability are crucial for success, particularly in today’s rapidly changing business landscape. One way to gauge an organization’s ability to communicate and adapt is by examining the gap between the mindset of top leaders, the average executive team, and the entire company. A large gap may indicate slower communication and a lack of agility, while a smaller gap suggests that the organization is better positioned to adapt and respond quickly to changes in the market. By monitoring and addressing this gap, organizations can work to improve their communication and adaptability, ultimately increasing their chances of success.
- To build a successful recruiting engine, it is essential to balance mindset metrics with experience or technical skills. Only by targeting candidates with a minimum viable mindset and reaching out on a 1:1 basis to individuals who are a complimentary “hard and soft fit” can organizations avoid entering noise into the system.
- Recruiting solely from the passive job market allows for a more strategic approach to talent acquisition, ensuring that candidates who may not be actively looking for a job but align with the company culture and mission are considered. Ultimately, this approach ensures that organizations find the best possible candidates who are not only qualified but also possess the right mindset to drive the company forward. After years of testing, applicants from the active job market almost always under perform the top passive jobseekers. Doing both is fine.
- If you are recruiting from the active job seeking market, profiling candidates before interview should be a requirement.
- Reaching out to potential candidates on a one-to-one basis can also help to reduce the noise in the recruitment process. Instead of casting a wide net and potentially overwhelming everyone, a targeted approach can help to identify those who are the best fit for the company and avoid wasting resources on those who are not a good match.
- It is important to consider both the hard and soft skills of potential candidates when recruiting. Hard skills refer to the technical abilities and knowledge required for a specific job, while soft skills refer to the personal qualities and attributes that enable an individual to work effectively with others. Finding a candidate who is both a hard and soft fit for the company can lead to a more successful and productive team.
Overall, building a recruiting engine that focuses on the passive marketplace and targets only complimentary mindset leaders can help organizations find the best talent and reduce the overall cost of recruiting.
In the next article, we will detail more of the checklist.