Critical thinking in the workplace involves both cognitive skills and certain dispositions. These dispositions, which can be seen as attitudes or habits of mind, include open- and fair-mindedness, inquisitiveness, flexibility, a propensity to seek reason, a desire to be well- informed, and a respect for and willingness to entertain diverse viewpoints. (Pearson’s Research Reports, citation below).
FutureSYNC contends that in a hiring scenario, assessing cognitive skills often happens through quite accessible means such as the candidate’s description of past work experiences, their ability to communicate workplace concepts effectively, their level of education and training around their particular skill area, and the written references that speak to their competencies. However, assessing the candidate’s disposition can be more elusive and requires skilled and intuitive interviewers. Here are some tips:
A team of two to three interviewers is optimal. Involve people from your organization (or an outside entity) known for their ability to hire well and ask compelling questions.
As your primary assessment tool, design interview scenarios that elicit attitudes of openness and reasonableness.
Acknowledge that the traits most often associated with maturity is reasonableness or fair-mindedness, so ask questions like:
1) What does fair treatment look like to you in the workplace?
2) What part do you play in providing an emotionally safe work environment?
3) In your own words, define the term confidentiality as it relates to external customers. How about internal customers? Do you believe that confidentiality extends to post-employment?
4) What is your ethical responsibility to your supervisor? The CEO or ED?
5) Scenario #1 – “You are on a deadline that is very important to your organization. Without asking if you are busy, your supervisor calls and requests that you assist in another division due to another employee’s illness. What do you do?”
6) Scenario #2 – “You are a peer to another supervisor who is known for bullying his employees. You often have his direct reports coming to you to complain about their treatment. You don’t agree with your peer’s management style either. What steps should you take?”
Responses to these questions should exhibit a willingness to openly and honestly communicate directly with the person in question and to give the benefit of the doubt to others regarding their motives and expectations – as well as acting as a positive representative of their organization, including attitudes toward their supervisor/CEO.
7) Be cautious of candidates who make statements like, “That’s just the way I am” or “I just say it like it is” or “Wouldn’t my supervisor already know that?” or “Shouldn’t that have already been discussed?”
8) Listen for candidates who say “yes, and” at the start of their sentences. This is good!
9) An eight (8) question format is optimal. If you have engineered the questions to elicit your candidates’ value statements as well as their disposition, you will have a good indication of their organizational “fit”. (Culp, FutureSYNC International 2014).
About Pearson’s Research Reports
Pearson’s research report series provides preliminary dissemination of reports and articles prepared by TMRS staff, usually prior to formal publication. Pearson’s publications in .pdf format may be obtained at: http://www.pearsonassessments.com/research.