Xentity has a brand in presenting top-talent to and vetting top-talent for clients across the globe. Given such, a great amount of the credit goes to executing the proper vetting process and selecting top quality staff and partners to assist in such.

Our interview process goal is to find top talent, not just someone looking for another job

Our brand is our staff and how they execute deliverables. Our clients and partners rely on us to find top talent. Our interview process primary focus is to vet the candidate’s capability to learn quickly, test the motivations of the candidate to learn, and assure they have the skills necessary to competently interface with and deliver quality, on-time work for the client. We are not interviewing your past, but what can you do for us in the near future.

Xentity management has executed, studied, and developed this process since prior to Xentity’s official inception. Xentity has enhanced its process by leveraging human resource expertise built from large companies and independent consulting advisory to help assure compliance in human resource approaches while uniquely qualifying candidates for a small consultancy. By blending the two, this brings superior merits over traditional human resource process techniques.

Specifically for boutique professional firms such as Xentity with highly talent needs, we seek unique individuals who can demonstrate they thrive on entrepreneurial spirit while providing a team environment at Xentity and appropriately with the client team. This process proves its superiority by testing the learning curve for intellectual, self-motivational, and technical know-how needed that the human resource process – which focuses on the past, resume metadata, buzzword interviews, and content-lacking polished presentation – lacks. The risks involved in an inadequately filled or open position can result in lost revenue from delayed time to market, applying the wrong solutions, poor customer service impacting brand, lost opportunities, reduced staff morale, and more. To stay competitive in today’s market, key positions must be filled quickly and correctly. A business cannot afford the risks of a vacant position or a position filled with an individual unable or unwilling to meet tomorrow’s requirements.

For example, in this space, a recent forum on enterprise architecture discussed the lack of success by human resource departments for hiring enterprise architects. The HR department used resume keyword search which found candidates, the interviewer knew the buzzwords, and typical enterprise architects have a superior presentation skill and are experts in metadata (i.e. tagging for work, so their resumes are tagged well) than many technical workers. Given this, the human resource process did its job, yet still delivered an ineffective human resource.

The HR process checked for technical qualities, but not for true demonstration of leadership and consulting competencies which is a large bulk of architecture and management consulting. At the same time, management consultancies check for interpersonal and motivational foundation skills as well as more savvy people and coalition-building skills, but tend to allow just-in-time learning as technique to see if they can learn the architecture and methods. That in itself is not bad, but that means that they would be learning the methods/tools as well as client-domain at the same time, which is a very, very difficult task to achieve.

Given this, Xentity uses a competencies-based approach that validates that the candidate, though has many years of experience, can, while meeting basic pre-requisites, can work in a new environment on different lines of business, different socio-political factors in the environment, all the while handling problems and excited about being challenged. This approach flushes out examples of the transformational leadership characteristics needed that take years of experience of focused investment and growth. The cultural approach focuses much more on leadership side of enterprise architect over the analyst skillset side of architecture such as modeling tools, methods, frameworks which is more easily learned and rapidly taught. Finally, we look to prove the thought process and approach towards varying subject matter and industry domains.

This process tests the leadership qualities along side the analyst qualities in interviews that are intended ask the interviewee to:

  • demonstrate, not simply survey, through showing their portfolio, discussing the “mock” deliverable,
  • perform individual technical exercises with “on the fly” adjustments as well as team exercises testing different interactions styles.
  • capture leadership quality scores against competency models, that after hiring for those candidates, would be used to form initial performance goals for reviews. Furthermore, seeking promotions thereafter is directly tied into that same leadership scoring against the competency model. By connecting to the performance objectives, this then allows the candidate turned new employee to immediately enact the ramp-up plan.

If the candidate can simply show they committed to learn, learned, and for what they didn’t learn yet, can show they can learn on the fly, it exhibits they can rapidly adjust to the new context.

With that, Xentity is proud to present its candidates with strong competitive, compensation and long-term engagements to assure that conducting the process rewards the candidate as well as the client.