We, in the Office of Scholarship and Innovation (OofSI), have never been big fans of the typical interview and hiring process. We are not sure that the process helps us identify the right people, and more importantly, we find the process to be unnecessarily opaque and stressful to the candidates. That said, as people leave organizations and work demands change, there is no choice but to hire new people. <\/p>\n\n\n\n
Hiring the right person is particularly important for small-ish teams, like ours, where each person makes a significant difference to the dynamics of the group. The fact that we exist in an environment that is fast-paced, highly collaborative and laden with lots of ambiguity only makes it even more important to get it right. <\/p>\n\n\n\n
Over the past year or so we have come up with a process that seems to have worked well for us. It has helped us build a committed, creative, and passionate team of people; consisting of individuals with unique quirks, strengths and weaknesses who work (wonderfully) well together. The process we have come up with, working within ASU’s HR guidelines, seeks to be respectful of the candidates and their time, attempts to minimize interview anxiety, and most importantly tries to provide them a chance to do the best job they can. And of course, in the end, lead us to the best candidate. <\/p>\n\n\n\n
Our hiring approach was the subject of a recent audio-case study. We see this case study as as an example of principled innovation, that can be used as a teaching tool for individuals and\/or teams who are seeking to instantiate principled innovation in their work. This is why we provide some reflective questions at the end of the case study to prompt reflection and discussion. <\/p>\n\n\n\n
The case study, and the contextual information on how to use it is given below. <\/p>\n\n\n\n\n\n\n\n
The Office of Scholarship & Innovation <\/em>had developed a human-centered hiring process that seeks to find the best candidates for positions within the office even while being respectful of all applicants. There are multiple aspects to the process as described in the audio-clip below. <\/p>\n\n\n\n Listen to the audio-clip (either individually or in a group) and use \nthe questions below to guide your reflection \/ discussion. The questions\n are intended to be considered collectively as a team or as a personal \nreflection tool.<\/p>\n\n\n\n Please note that these questions are offered as suggestions and are \nnot prescriptive. Participants may address as many, or as few, of the \nquestions as they like. And they are free to think of additional \nquestions as well based on their context and experience. We encourage \nparticipants to refrain from using the questions to assess other’s \nthoughts, feelings, or actions.<\/p>\n\n\n\n The questions follow an immersion, reflection, action <\/strong>structure,\n namely the first set of questions focus on the specific case study \nitself, moving on to reflective questions on aspects of principled \ninnovation; and finally, to questions of what to take-away from this \nparticular case to your (or your team’s) work.<\/p>\n\n\n\n It may be worthwhile to skim the questions prior to listening to the audio-story.<\/strong><\/p>\n\n\n\n For a quick primer on Principled Innovation and the character assets, scroll to the bottom of the page.<\/p>\n\n\n\nHow to use this case study?<\/strong><\/h3>\n\n\n\n