Xentity has a knack for presenting and vetting top-talent for clients across the globe. A great amount of the credit goes to how we execute our vetting process. Using our process, we select top quality staff and partners to assist in our hiring process and our candidates receive great compensation and long-term engagements for their efforts. This makes it a win-win for both the candidates and our clients.

Our Interview Process Goal Is To Find Top Talent, Not Just Someone Looking For Another Job

Our company brand is our staff and how they execute deliverables. This is because, as a consulting firm our clients and partners rely on us to find top talent. Our primary focus when interviewing is to vet the candidate’s capability to learn quickly while testing their motivations to learn. Finally, we assure our candidates have the skills necessary to competently interface with and deliver quality work for the client. If you are a candidate, know we are not interviewing your past but rather interviewing you for what you can in the near future.

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

What We Seek

We seek unique individuals who can demonstrate they thrive on the entrepreneurial spirit. They must also provide an appropriate team environment for employees and clients. This process proves its superiority by testing the learning curve for the intellectual, self-motivational, and technical know-how needed for the human resource process. Our process focuses on the past, resume metadata, buzzword interviews, and content-lacking polished presentation. And in doing so, Xentity itself must be able to adequately fill the positions we seek to fill.

The risks involved in an inadequately filled or open position can result in lost revenue from a delayed time to market, applying the wrong solutions, poor customer service impacting the company brand, lost opportunities, reduced staff morale, and more. As such, to stay competitive in today’s market, you fill key positions 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.

Discussions On Enterprise Architecture

For example, a recent forum on enterprise architecture discussed the lack of success by human resource departments in hiring enterprise architects. The HR department used resume keyword searches which found candidates best fit their criteria. 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. In retrospect, they practically did the bare minimum.

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

Given this, Xentity uses a competencies-based approach that validates whether the candidate can, while meeting basic prerequisites, work in a new environment on different lines of business and handle different socio-political factors in the environment, all the while handling problems excitedly tackling new challenges. This approach flushes out examples of required transformational leadership characteristics that take years of experience and are focused on investment and growth. The cultural approach focuses much more on the leadership side of enterprise architect over the analytical skill set side of architecture such as modeling tools, methods, frameworks which is more easily learned and rapidly taught.

What This Process Results In

This process tests the leadership qualities as well as the analytical qualities in interviewees. Our process asks 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
    • Seek 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 shows a commitment to learn, and can learn on the fly, it exhibits they can adjust to new contexts.

We really do go the extra mile to ensure a proper vetting process. This helps us select top quality staff and partners to assist in our hiring process. It is, of course, all for the sake of our clients. With that in mind, Xentity is proud to present its candidates with strong competitive, compensation. Also, long-term engagements to assure that conducting the process rewards the candidate as well as the client.