Putting the ‘human’ back into Human Resources
Pioneering HR leader Khalilah Olokunola explains why a ‘full person’ approach is essential to build a diverse and agile team.
When I’m recruiting, I think about: Head, Heart, Hand and How.
Together, these four aspects form the basis of my Full Person Framework — a comprehensive, holistic framework for assessing individuals and making informed hiring decisions. It’s an approach that unlocks human potential as it provides a better understanding of someone’s full capability and likely contributions to the organisation.
By considering all four factors employers can ensure that they are hiring candidates who possess not only the necessary skills and qualifications, but also the right attributes for the job with values that align with the company’s culture and mission.
The Head
Let’s start from the top. ‘The Head’ refers to a candidate’s cognitive abilities and emotional intelligence. Reasoning, problem-solving, abstract thinking and learning from experience are all mental capacities that fall under cognitive ability. It’s what allows us to tackle challenges and handle pressure in a fast-paced environment. And in today’s workplace, you need to ensure that the person you’re hiring can pivot and adapt when there’s a problem.
As you assess a candidate’s cognitive ability to perform the job, ask yourself: Does their attitude and mindset align with the demands of the role and the potential for disruption within the industry… and the wider world?
In the wake of unprecedented global events like the Covid pandemic and the societal shift following the death of George Floyd in 2020, we found ourselves collectively navigating uncharted territory. The workplace challenges that emerged during this time were multi-faceted, from the need to adapt to remote working to the significant loss of staff following the Great Resignation — including employees who left companies that didn’t take a stand or improve their Diversity, Equity & Inclusion (DE&I) initiatives, among many other reasons.
We all, in one way or another, became witnesses to these extraordinary events. Many of us were confronted with redundancy and job insecurity, while others were tasked with difficult decisions about making reductions in the workforce. We saw traumatic events on the news and experienced them in our personal lives. In the context of the Head, it was becoming clear that having the right mindset had become an indispensable asset.
We need people in place who can pivot if there is a problem, can take the baton when necessary and understand that the workplace is not just where you earn, but also where you learn.
There is a power in having the right mindset. In times of uncertainty, the perspective it gives truly matters. It’s about not surrendering to challenges or succumbing to adversity; it’s about possessing the ability to push forward when everything seems to be urging you to concede defeat. The Head component will help you to identify individuals who won’t simply raise the white flag when faced with adversity.
Take a moment to reflect: do you need to recruit someone who has experience of dealing with change? Have your sales been on a downward trend and do you need a more innovative approach? Are you currently facing a situation that demands a specific mindset? These are questions to ask yourself as you consider whole person recruitment.
The Heart
‘The Heart’, appropriately enough, is about getting to the heart of the matter. It seeks to unveil what truly fuels a candidate’s enthusiasm and commitment. By understanding their core motivators, you can better gauge whether they naturally align with the company’s mission and values, and can benefit the culture of your organisation.
Here are two powerful questions to ask that unlock insights into the Heart:
— Tell me about yourself: This question goes beyond the standard request for a candidate’s background and experience. It invites them to share their personal or professional journey, emphasising what they consider to be defining moments and accomplishments. By narrating their own story, they reveal not only a bit about themselves but also their career trajectory and the values they hold dear.
— Tell me a moment you’re most proud of: This question will reveal the candidate’s professional achievements. Their response provides a window into what they truly value and where they derive their sense of accomplishment. This moment of pride often reflects their core motivations, their capacity for problem solving and their ability to thrive under challenging circumstances, which is also connected to the Head and the How.
Understanding a candidate’s passions and source of pride is invaluable. By gaining a clear picture of what truly drives them, you can make a more informed decision about their fit within your team and their potential for contributing to your company’s wider mission. The Heart is about ensuring that your new hires are not just skilled and experienced, but also connected to the heartbeat of your company.
The Hand
‘The Hand’ refers to a candidate’s knowledge, technical skills and experience. It’s what they can do. If a candidate lacks the skills needed to perform the duties of the job effectively, you have the option of providing them with a professional development plan to bridge any gaps. Sometimes a candidate’s intangible qualities outweigh their practical skills so it’s important to consider that while knowledge can be gained and technical skills can be taught, some things, such as character, cannot. This brings us to a key question that companies must ask themselves:
Are you open to candidates who may not possess the complete skill set? In other words, are you willing to invest in training to bridge the gap, or would you rather go with a candidate who already has all the technical skills and experience required?
The traditional approach to recruitment often emphasises hiring individuals with extensive experience and a comprehensive skill set. However, in the evolving employment landscape, where adaptability and a growth mindset are highly prized, this approach might need to be more relaxed for certain roles.
The most valuable candidates are those who are not only competent but show a willingness to evolve and contribute to the organisation’s future growth.
I should stress that when discussing Hand skills in these instances, I’m talking about roles where the skills needed can be acquired in a reasonable time frame through training either in-house or externally. A doctor, for example, will always need to have the technical skills and expertise required to do their job!
Essentially, the Hand encourages a shift from a rigid focus on experience to a more flexible and forward-thinking perspective that values potential and adaptability. This new approach can open the door to a wider pool of candidates. It recognises that skills can be acquired and developed over time, often leading to more well-rounded and dedicated team members. It’s an approach that has been key for companies that have adopted fair or second-chance hiring policies. In other words, they are willing to hire the right person for the job regardless of their background or obstacles preventing them from finding meaningful work.
It’s a paradigm shift that recognises that the most valuable candidates are those who are not only competent but show a willingness to evolve and contribute to the organisation’s future growth. It reflects the changing dynamics of the job market, where agility and a commitment to learning are vital.
The How
Lastly, ‘The How’ examines a candidate’s adaptability and resilience. Have they encountered challenging circumstances that required them to pivot, shift or adapt to achieve their goals? Have they navigated high levels of staff turnover or managed change effectively? If so, how did they do it?
Both adaptability and resilience are crucial traits in today’s dynamic work environment. You’re probably wondering how the Head and the How differentiate. I know they seem similar, but they’re quite different.
The Head assesses a candidate’s cognitive ability: their problem-solving skills, critical thinking and intellectual capacity. It also examines their attitude and mindset, determining whether their mental outlook aligns with the demands of the role. This part of the model concerns their intellectual and emotional readiness to perform the job effectively.
The How is about a candidate’s adaptability and resilience. It explores whether they’ve encountered challenging circumstances that demanded them to pivot, shift or adapt to reach their goals. And if so, what did they do? What was the outcome? So, this part of the model is about their practical experiences navigating change, managing adversity and handling unexpected challenges.
Ok, back to the How. We often face unexpected challenges at work that demand quick thinking and resourcefulness. For instance, you might have to deal with sudden market shifts or customer preferences.
Organisational change within a company, including mergers or restructurings, can create turbulence. Individuals who have successfully navigated through these periods of change demonstrate not only their professional acumen but also their emotional intelligence. How they maintained productivity during such periods would highlight their ability to focus or their leadership skills, for example. Change is inevitable in any company. How candidates manage change, whether it’s implementing new technologies, restructuring workflows or introducing a new process, reflects their problem-solving abilities and tenacity. And those who can guide their teams or teammates through change while maintaining a positive environment possess a rare skill set. More than just technical competencies, this reveals deep insights into their character. Resilient individuals approach challenges not as insurmountable obstacles but as opportunities to learn and grow. This makes them invaluable to any business aiming for sustained growth and success.
By using my Full Person Framework, you can define the criteria for your ideal candidate, making it conducive to fair and second-chance hiring. As we’ve discussed, this approach revolves around selecting the best person for the job without allowing background, disability or any circumstances that others might label as barriers to hinder the process. It’s an approach that naturally promotes inclusivity and diversity.
By hiring candidates who possess all four qualities in the model — the Head, Heart, Hand and How — you are building a workforce that is not only competent and productive but also motivated, emotionally intelligent and aligned with the company’s mission and values. This, in turn, leads to higher job satisfaction, better employee retention rates and a more positive work environment.
Extract from Do Recruit: How to find and keep great people by Khalilah T. Olokunola. Text copyright © Khalilah Olokunola 2024. Published by The Do Book Co.
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