prospect-hr-mmi

Paul Grunthal: The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

Thu, 20 Feb 2025 13:21:14 GMT

The history of the ProspectHR MMI. A Board member’s insight.

When speaking of the history of our Multiple Mini Interview (MMI), personal insights and reflections are an important part of the story. In this article we spoke to Paul Grunthal, MSc and ProspectHR MMI Board Advisor.

Paul, when and how did you first hear of an MMI?

I was introduced to the MMI in the fall of 2006 when I moved to the tech transfer office from the Faculty of Science at McMaster University. The MMI was one of the first McMaster technologies I helped bring to market and I have been working with the team ever since.

Why was the MMI important to pursue from a large scale POV and why was it important to you personally?

I gravitated towards the MMI because I saw it had great potential. Before being introduced to the interview system, I was a career coach to Science students in co-operative education at McMaster. We taught courses on how to be interviewed and ran mock interviews. It was this experience that helped me appreciate how the MMI could simultaneously to:

1. Minimize interviewer bias

2. Help select better candidates

3. Give applicants the ability to overcome or recover from the pressure of an in-person interview.

To me it seemed like a 'win-win-win' scenario.

When did the idea of forming a company emerge? How did ProspectHR MMI come about?

Initially the MMI was less than 100 scenarios on a CD and we had two clients. When we compiled a more formal product package and the developers became more active in research papers and conference appearances we were barely able to keep up with the number of licenses we needed to draft.

It was when we hit about 12 or 13 customers that we thought this could really be something bigger. In 2008, with two of the inventors present, APT INC was launched as the exclusive global retailer of McMaster's Multiple Mini-interview.

Was there a time when you thought, "this is going to work!". Please share that experience.

When APT launched the online portal version of the MMI in 2011 I knew this business was truly scalable and that we could reach customers around the world. Previously, I was manually sending out updates by mail. With more and more clients coming onboard this was becoming a very onerous task that needed to be streamlined and automated. From those early days, we now have clients on five continents that can access the latest MMI content 24/7.

What was your motivation for staying involved with the MMI and ultimately, ProspectHR MMI?

I believed in the concept and I felt attached to the MMI. It was a winner that was going to make a difference in people's lives and careers. I had been an interviewer, a station writer, a content creator, and commercial advocate. The more I worked with the MMI the more I appreciated its elegant solution to candidate selection and to date I've seen nothing else that would change my mind.

City of Rochester Fire Services Interview

Tue, 14 Jan 2025 18:48:58 GMT

City of Rochester, MN Fire Services uses the ProspectHR MMI for Internal Promotional Process Recruitment. A Q+A on their experience.

At ProspectHR MMI we’ve developed the only proven Multiple Mini Interview (MMI). Over the past 25 years, it has been extensively tested, evolved and improved so it is now the definitive MMI for identifying soft skills in the recruitment process of medical, municipal and educational institutes.

This past summer, the City of Rochester, MN Fire Services used the MMI for the first time during their entrance process. Looking to improve the process they use to promote candidates to Fire Captain and Battalion Chief they once again integrated the MMI into their recruitment system.

We caught up to Caleb Feine and Chris Ferguson, both Assistant Fire Chiefs for the City of Rochester, MN and their HR Business Partner, Kari Berns and asked them a series of questions to give readers a glimpse into their most recent experience with the MMI, the challenges they were hoping to overcome and the outcome.

Question: Internal recruitment for fire services has followed a similar path in the past. What challenges were you facing with internal recruitment that spurred the idea of changing your process?

Caleb: Before we made any change to our process for promotions to Captain and Battalion Chief we went to the stations and listened. We attended morning meetings at all three shifts and invited insights and feedback. We heard that, in the current process, there was a perceived bias and also limited opportunity for the recruiting panel to really get insight into the person applying for the position.

We knew we were looking for a way to gain better insights into the candidate based on the questions asked and by changing the person who was asking and analyzing the responses. The best way forward from our point of view was using the ProspectHR MMI. We’d used it in the recent past with great success and knew that it could be tailored for this use as well.

Chris: The biggest improvement we were looking for was having a structured way to get multiple inputs on candidates from different perspectives.This would be a structure that would allow a systematic approach that eliminated the perceived bias of a panel interview.

Question: What made our MMI a good fit?

Caleb: We knew the MMI was going to be a good fit based on the positive results we got when we included it in our entrance process. We were confident we could revise it to fit our needs as a tool to help select Captains and Battalion Chiefs.

Question: Can you describe where the MMI fit into your internal recruitment process? At what stage did a candidate encounter it?

Caleb: There are 3 different phases in the Captain and Battalion Chief process and the MMI was in Phase 1; accounting for 50% of the scores. Using the MMI in Phase 1 put more interviewers in front of that candidate so we could gain a better and clearer perspective of where they fit in terms of job descriptions and attributes we were testing for.

Question: What changes did you make to the MMI process with your internal recruitment of Captain and Battalion chief?

Caleb: For our entrance sessions, we used interviewers from inside Fire Services. For these new sessions, we used external interviewers. These were people from other City teams. The reason we did this was to help remove the perceived bias concern we heard in the fire stations during our initial outreach. .

Chris: Moving to external interviewers made it more wholesome because the interviewers did not have a previous relationship with the candidates or their background. They had the opportunity to speak to them and take a snapshot of that person, in that moment, grading them on their answer to the words and their meaning, content and intention.

Question: How did your external interviewers feel about being invited to participate?

Caleb: I think they appreciated being included. It fostered insight into the Fire Department and helped them learn more about the roles and the candidates. At the end of the sessions our external interviewers told us they were impressed by the caliber of individuals that were being brought forward. That’s positive for our department and was a compliment.

Question: Where did you find the external interviewers?

Caleb: We invited people from many departments in the City: Police, Public Works, Transit, the City Clerk Office, Communications, Human Resources and our Diversity, Equity and Inclusion (DEI) Director, and a retired and current Fire Captain.

Question: Can you tell us a bit about including the DEI Director?

Caleb: Including our DEI Director helped to instill trust into the process. This sent a message to stakeholders that we believe in an inclusive workforce.

Kari: Our DEI Director liked the MMI from the standpoint of providing a process where everybody is getting a fair chance.

Question: Any external interviewers from the community?

Kari: Yes, for both the Captain and Battalion Chief sessions we included two community members. They were a retired Battalion Chief from Alaska and an executive from the Mayo Clinic.

Question: Did you need to change the stations?

Caleb - Most of the stations were relevant to both the Captain and Battalion Chief process but we needed to change the wording on a few stations to avoid confusion. It was mostly semantics used within our organization that needed to be edited. I’m happy to say, the process of having ProspectHR MMI create new stations for us was simple and Helen was super responsive to any questions or guidance we needed.

Question: Who trained the interviewers?

Kari: We did our own interviewer training using materials that ProspectHR MMI provided to us. It worked out very well and the interviewers were confident in their role. We have a good system going!

Question: What was the feedback from the candidates?

Caleb: Overall the feedback was very positive. I heard phrases like, “It was more of a conversation, less of an interrogation” and “The people I talked to work for us, they want to get more involved in leadership and that’s great.”

There were some nerves and the candidates came all dressed up. It was rewarding to see them in the space we created. They were comfortable. Well prepared. And they were all very positive. This gives them the best chance of success and that’s important.

Kari: Candidates responded positively with the interviewer and that resulted in more conversation and less pressure and nervousness. This process makes candidates a little calmer in a relaxed environment.

Chris - The feedback was very positive, both from the candidate and the interviewers. I was involved in the MMI for administration positions a few months back. Both times the feedback from participants has been very positive.

Question: We often hear that interviewers don’t feel drained after the MMI sessions like they do after panel interviews. Have you heard this?

Chris: Yes, the interviewers said they didn’t feel like they'd been drained at the end of the process. They were engaged and energized and gave their full effort to the candidate and this resulted in us getting an accurate picture of how the candidate presented.

Question: Has the experience of your interviewers sparked interest in using the MMI in other departments?

Kari: Our Police Lieutenant expressed interest in the MMI but recruitment for police officers doesn’t have the volume that Fire has.

Question: Any final thoughts you’d like to share?

Caleb: The flexibility and workability of the MMI and the whole process in general gives us peace of mind that, going forward, we’ve got a system that works. We may use it again as soon as next summer. Having this system in place means I’m less stressed because I know it’s easy to duplicate and set up. The MMI makes everything really simple.

Anytime you’re changing up a long held process, it takes careful listening, planning and execution. Having past experience with the MMI made it more simple. We used the same principles as before and incorporated them into this new process. Of course, there was trial and error; but it did absolutely everything we wanted it to. The MMI turned out to be exactly what we were looking for.

Chris: The MMI was great, it checked all the boxes.

If you would like to find out more about how ProspectHR MMI can help your team recruit more effectively, please get in touch with us by emailing info@prospecthrmmi.com.

Glen Norton: The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

Fri, 25 Oct 2024 15:41:50 GMT

Each month we get in touch with one of our Board members to discuss their personal history with the MMI and ProspectHR. This month we had a conversation with Glen Norton, CPA, CMA, MBA and Chairman of the Board.

Glen, when and how did you first hear of an MMI? What year was that and where were you working?

In 2007, after many years in the commercial banking sector, I launched my own management consulting business. During this time, I was approached by the Director of the McMaster Industry Liaison Office and hired to conduct a commercialization feasibility study on a method developed by the Medical School at McMaster University.

This method, known as the Multiple Mini Interview (MMI) was designed to assess candidates for admission into the university’s prestigious medical program.

My research, which included focus groups with universities, government agencies, and private corporations, confirmed that the MMI was both unique and highly marketable.

As a result, I was invited to co-found a company to bring the technology to the global market.

What did you think about the idea of an MMI when it was first explained to you?

I was intrigued with the idea, but was skeptical because it was not like anything I had ever encountered in my own career.

Why was the MMI important to pursue from a large scale POV and why was it important to you personally?

One of the key reasons I believed it was important to bring this new technology to the world was its potential to improve recruitment decisions, resulting in stronger graduates and more effective hiring in private companies. As a former banker, I also saw the significant cost-saving benefits it could offer to clients, which further reinforced its value.

What were you hoping to change when you were part of creating the MMI?

I was hoping that the MMI was a way to provide some objective basis for recruitment/hiring which is usually a very subjective decision. And it was.

What problem did the creation and growth of the MMI solve?

The MMI helps reduce the number of bad hires (and poor admissions). This is good for the organizations AND the individual.

When did the idea of forming a company emerge? How did ProspectHR MMI come about?

As soon as I submitted my favorable commercialization report I was asked to assist in the formation of the company and to take an ownership stake, along with two of the co-creators and the McMaster Industry Liaison Office.

Was there a time when you thought, "this is going to work!"... Please share that experience.

Due to the fairly exhaustive commercialization study, I was convinced it would work before we even had our first customer. It helped of course that several other Canadian medical schools were already doing their own research and were duplicating the McMaster University results.

W hat are some of the most exciting moments in the development/growth of the MMI for you?

One of the most exciting moments was when we were asked to set up a pilot program for the government of one of the former Soviet Union countries. We had to send several people overseas to demonstrate and have numerous stations translated into Russian. That country ultimately decided not to go with our solution but it was an exciting time and opened our eyes to the potential of the international market.

What was your motivation for staying involved with the MMI and ultimately, ProspectHR MMI?

I have remained actively involved with the company as both Board Chair and CFO, driven by my passion for entrepreneurship and my continued belief in our product. I enjoy contributing new ideas, especially for stations tailored to the government and corporate sectors. Our database has now expanded to include over 700 interview stations.

Were there any obstacles in the development and growth of the MMI that really stand out to you? Obstacles that needed to be hurdled to move forward?

The biggest obstacle to growth has been convincing university admission offices and corporate HR departments that the way they have recruited or assessed candidates in the past is not the best way to identify and test for essential soft skills.

The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

Mon, 09 Sep 2024 14:21:10 GMT

When asked when he discovered the MMI, Jack Rosenfeld, PhD, Co-Founder and Chief Operations Officer replied, “I didn’t hear about the MMI, I was one of the co- creators!” That response deserved more than a passing sentence in an article about the History of the MMI. Below is the personal memory and insight of Jack Rosenfeld, one of the founding fathers of the MMI we know and trust today.

Jack: “In the late 1990s, McMaster University graduates were performing poorly on the medical licensing exam. At the time selection was by a 3 person panel interview and our students were not performing well.The admission committee, wanting to solve the problem, asked the evaluation committee on which I served to look into the situation and offer solutions. At this point in my career I was running the OSCE. OSCE stands for “Observed Structured Clinical Examination.” OSCEs are very helpful in medical education because they allow a student to practice and demonstrate clinical skills in a standardized medical scenario. ‘

The OSCE has the same structure as the MMI but the stations are medical. At a meeting of the evaluation committee it was suggested that we consider using the OSCE for admission. The idea was originally dismissed on the basis of cost and at the time, dropped.

During this time I was still thinking about how the OSCE could be used for admission. The timing couldn’t have been better. The weekend of evaluations was fast approaching. I took the time to calculate the time and cost factor of using the OSCE structure and came to the conclusion that the cost was in favour of the MMI and I sent my analysis to the committee for review. The chair of that committee, Professor Geoff Norman responded “By crikey, I like it” and the MMI was on its way.

The concept and idea gained traction quickly. The Evaluation Committee had the expertise to ensure the scientific and scholarship criteria were met at the highest standards. The necessary University committees made it a priority and gave us freedom to plan and run trials. These succeeded because there was a first class team that ran the OSCE’s for many years. That made getting the first studies up and running streamlined, in this case just a single phone call got the planning and logistics rolling ”

Thank you to Jack for sharing his memories and insights into the beginnings of the MMI.

To find out more about the history of the MMI visit: https://www.prospecthrmmi.com/the-story-behind-prospecthr-mmi

The "How and When" Behind new ProspectHR MMI stations

Thu, 11 Jul 2024 16:33:50 GMT

At ProspectHR MMI one of our key and unique strengths is the depth and caliber of our station library. Each of our stations presents an expertly written statement that is carefully designed and vetted to illuminate a candidate's ideas, thoughts and bias on very specific topics or themes.

When it comes to our station library, our approach is not static. Our team is continually auditing our station library, removing some stations and updating others. When we see an opportunity to add a new station we review the gap we've identified and proceed to brief one of our trusted, expert station writers.

According to Jack Rosenfeld, our co-founder and COO, "New station ideas and content can be drawn from many sources. Stations can discuss politics, health care, environment, life events, and even probe if the candidate is a right-fit for the culture of the organization they are wanting to join. One of our more imaginative stations is based on a poem. An important note about customizing stations is that our clients can modify text to suit their local culture and needs. They submit their modifications to us for final approval.”

Rosenfeld goes on to say, "New stations share the same structure as all others in our library because everything we do at ProspectHR MMI is based on research and evidence. Our stations start with a short statement of the topic or situation that both the candidate and the interviewer see. Every new station also includes notes that only the interviewer can see, including strict guidelines on questions and follow-up probes that are relevant and appropriate plus the criteria for evaluation as well as the background on the topic."

If you are interested in finding out more about the strength and depth of our library of stations, please get in touch with us. We are happy to walk you through our proven process.

City of Rochester, MN Fire Services uses MMI with great success.

Thu, 27 Jun 2024 15:44:19 GMT

Bad hires. These are two words that HR managers and stakeholders in the recruitment process in any company fear. But in a municipal Fire Services setting, those two words are particularly troublesome.

A Fire Services hire is with the service for an average of 25 -30 years. A good hire becomes a long term, valuable asset while a poor one becomes a financial and administrative deficit that can last decades.

Studies have proven that one way to help ensure recruits have the right skills for the right job is to purposefully recruit for soft skills. And more specifically, the soft, or people skills, required for the unique task that person is being hired for.

Recently the City of Rochester, MN Fire Services included our MMI in their early recruitment stage for the first time. We caught up to Caleb Feine, the Assistant Fire Chief for the City of Rochester, MN and their HR Business Partner, Kari Berns and asked them a series of questions to give readers a glimpse into their experience with the MMI, the challenges they were hoping to overcome and the outcome.

Interviewer: Recruitment for fire services hasn’t changed much in decades. I’m sure this is true in the City of Rochester. What challenges were you facing that spurred the idea of changing your recruitment process?

Caleb: Fire Service jobs in the City of Rochester are highly attractive and each year we are happy to get up to 200 applicants. Our first challenge is to shorten that long list of initial applicants into a smaller Eligibility Roster.

Interviewer: How do you shorten that list?

Caleb: In the past we’ve done two things to determine who will be placed on the Eligibility Roster:

● A Phone Screening

● A PEP test

Kari: The Phone Screening took several days and many employee hours to complete. For instance, it took 3 weeks and 2 people to screen 80 candidates, plus time to coordinate with candidates to complete the PEP test and review those findings. It was a lot of work.

Caleb: And most importantly, we didn’t feel that the Phone Screening process was as equitable as it could be. We wanted a process where each individual who wanted an opportunity to get in front of us, could. I’m a believer that the best way to get to know a candidate is to get them in front of a real person. This gives everyone the best opportunity to show their best selves.

Kari: That’s where the idea of working with ProspectHR MMI came in.

Interviewer: Where were you first introduced to ProspectHR MMI?

Kari: It was at the Annual Fire and Rescue International Conference in Kansas City last year. One of our Deputy Chiefs was at a session where the Fire Chief from Burlington, Ontario was discussing her experience exploring and implementing alternative methods for recruitment. And from what I heard, it sounded like this could be a good fit to meet our goal of getting people in front of us in a manageable way.

Interviewer: Okay, so you’re curious about ProspectHR MMI, thinking it might be an answer to the challenge of replacing the Phone Screening and PEP test in your initial recruiting process. What happened next?

Caleb: We connected with Helen Hale Tomasik at ProspectHR MMI and she walked us through the process.

Interviewer: And how was that?

Caleb: Helen was our key contact and she was incredibly helpful and responsive. She quickly gave us the information we needed to see how the MMI could fit into our process.

Kari: If we emailed Helen with a question or a request, we knew we’d hear from her soon. She was super responsive to us.

Interviewer: What were the main benefits of the ProspectHR MMI for you?

Caleb: It would help us meet our goal of shortening our initial applicant pool down for our Eligibility Roster and each person would be given a fair chance to get in front of someone, face to face. Also, the MMI would help us identify soft skills that are crucial to the role.

Kari: Also, we really liked the benefit of having the flexibility to make it our own. Another benefit that was very important in our decision to move forward was the validation and research behind the whole ProspectHR MMI process. The process is validated, the questions (scenarios) have solid theory behind them. Everything is backed up by science. That was going to be important when we were getting buy-in from stakeholders.

Interviewer: Were there things you wanted to modify or change about the MMI?

Kari: We were interested in modifying scenarios to more closely match our needs. Helen worked with us not only in modifying the scenario but also helping us to understand how important it is that any changes go through their panel of experts so that we don’t introduce bias or other unwanted elements into the station.

Interviewer: What was most useful to you when getting buy-in from various stakeholders?

Caleb: The process was, in a word, bulletproof. The why is there. And in our business, the why is very important.

Interviewer: Were there any hesitations about moving away from Phone Screenings and the PEP test?

Caleb: (laughing) Changes to process always ruffles feathers. Change is hard. Fire Service professionals hate how it is and they equally hate change.

Kari: For us, it was easy to talk to stakeholders because we could show that the PEP wasn’t the right fit for this process and most people were happy to step away from it.

Caleb: I went to meetings at every fire station over three days. I talked them through the process we currently have, the changes we were proposing and the positive outcomes we predicted.

Interviewer: And?

Caleb: It was very well received because I could provide the “why.” In my role I like to say that if you ride a fire truck, you’re my responsibility. It’s my job that my team has the best information on how we’re recruiting. It’s so they feel comfortable with the process but also so they can share this information with people they know who may be interested in applying to Fire Services. Our current team are my best champions in the community and the best recruiters we could have! When they tell people to apply and they tell them what to expect and it’s correct, that’s critical.

Interviewer: Back to the time when you were selecting which stations/scenarios you wanted in your circuit. How did that go?

Kari: We sat down with the full list of scenarios and asked ourselves, how do we make this work for us? It was important to drill down to the basics of what we were looking for. What components are crucial for a successful, resilient hire?

Caleb: Yes, we talked about what competencies were critical for new hires. It didn’t take Kari and I long to come up with our list. We chose the scenarios with confidence. Looking back just the process of identifying soft skills we were looking for gave us a lot of clarity.

Interviewer: Great, you’ve got your scenarios chosen and Helen has helped you modify where needed. Looking back, how would you rate the ease or difficulty in the initial implementation of the MMI?

Caleb: Initially it was a bit difficult but that’s because we were building our stations from scratch and also having to do the work of identifying the skills we were after. This was all brand new to us. Lots of unknowns and learning.

Kari: Next time will be easier because we did all the legwork this time.

Caleb: Yes, next time it will be rinse and repeat. It’s reproducible. The things we learned along the way we will incorporate and adjust.

Kari: I’d sum it up saying that the initial implementation was of intermediate difficulty but will get easier and easier as we move forward.

Interviewer: Were there any bumps in the road when you were implementing the MMI?

Caleb: Unexpectedly, the biggest hurdle was finding the right place to do the MMI. The venue was a bit tricky.

Kari: We needed a place for five days. It had to have enough room to host eight different stations, each with their own sense of privacy.

Caleb: It had to meet ADA accessibility requirements, have bathrooms, parking and be available.

Kari: But we found it.

Caleb: We thought outside the box and found a wedding venue that was available when we needed it. It was a historic building, open concept with a full second floor so we could host 4 stations upstairs, and 4 down. It really was perfect.

Interviewer: That’s great! Now that you had the space, how did you pick interviewers for each station?

Kari: We handpicked interviewers. Each had an existing role in the department with a number of years experience. We wanted diversity in our interviewers and we ended up with a great cross section.

Caleb: Picking the right interviewers was key.

Kari: We picked interviewers from HR, from Fire line staff and administrative assistants. We wanted as many different types of people as possible to interact and listen to our candidates.

Caleb: The upside of this diverse interview pool was that we got buy-in on our Eligibility Roster. When you are part of the process, when you see it being done equitably, you’re invested. You talk to coworkers about the experience. You have a stake in the next group of recruits.

Kari: Interviewers had very positive experiences. They are going to be working with some of the people they met and spoke to today. I’d say that, compared to the Phone Screening, this gives us 100% more engagement and buy-in.

Interviewer: How was the experience of training your interviewers?

Caleb: We trained them using the great MMI Interview Training video that Helen shared with us. They watched it ahead of our first MMI interviews and then on the day of, I got everyone together to go over a Q+A. We talked about how to interview properly, how to follow up on candidate talking points correctly and how to score. It worked very well. The interviewers were well trained and ready.

Interviewer: What was the candidate's experience with the MMI? Did you get feedback?

Caleb: We went into this looking for feedback. So we created a card with a QR code that each candidate would get at the end of their circuit. The QR code went to a quick survey asking for their input on the process. They also got a water bottle and a snack which we thought was a nice touch. A positive candidate experience was really important to us.

Kari: During the MMI the feeling from interviewers and candidates was excellent - it was very comfortable.

Caleb: My job was to be on the speaker with introductions, instructions and most importantly, I was keeping time. They had 7 minutes at each station so I had to keep an eye on the watch and tell people when to “rotate.” By being on the speaker I was able to set a tone for the day. I wanted everyone to feel welcome and relaxed because that way, they had the best opportunity to show their best self and that is my main goal; giving candidates their best shot.

Kari: The candidates seemed relaxed, laid back. I didn’t see a lot of nervousness. No one was looking like they wanted to run out and go home (laughs). And that kind of feeling gives us the best indication of a person’s fit for the role. When someone is nervous we don’t get to see the best in them.

Caleb: Lots of recruitment can feel intimidating, we wanted the opposite. This wasn’t a grind, it was an experience. Everyone seemed engaged and open.

Kari: To your question about feedback, the QR code was well used. We received feedback from approximately 50% of candidates which is high.

Caleb: The positives that were mentioned were the venue, the feeling of having a conversation and being welcomed. They were comfortable.

Kari: We were pleased with the candidate feedback. It reinforced our move to the MMI.

Caleb: Ultimately, I like to put myself in the shoes of the candidates. It’s key to me that if someone applies to the Fire Service they are given the opportunity to make an impression. Many times, when people apply they don’t get an interview, they are disappointed. They are interested in a role but they don’t get a shot. This whole experience of adding the MMI into our process gives them the shot. I really can’t say enough about how it enhanced our recruitment process. I feel really good about it.

Interviewer: Did you need to make any special accommodations to any candidates?

Caleb: Six candidates needed to be interviewed virtually due to distance.

Interviewer: How did that go?

Caleb: It went well. I walked around with a tablet with the candidate on it … I carried them from station to station.

Interviewer: What key differences did you see between the old way of initially sorting candidates into the Eligibility Roster, and the new way with the MMI included?

Caleb: Problems are solved at the kitchen table of a fire house. At that table, soft skills matter. The MMI helped us see those valuable soft skills in candidates early in the process. Soft skills the phone screen would not have illuminated.

I think in the past with Phone Screening and the PEP we were missing out on really great candidates. It goes without saying that sitting in front of someone gives them the best opportunity to shine. Life experience shines through in how they answer questions. There is a richness, a fullness to the answers that would be lost in a Phone Screening.

Interviewer: Did you see an improvement in the diversity of candidates making it from the initial large pool of applicants to those who made the cut and are placed on your Eligibility Roster?

Kari: As we work to increase the diversity of our applicant pool, we reduced the minimum requirements to apply. Certificates, etc. can be earned at a later date, but what we were focused on were the soft skills. Skills that cannot be taught. Either you have them or you don’t.

Caleb: Through this change in requirements, we did get a more diverse pool than historically.

Interviewer: If you were speaking to another professional in the same industry, would you recommend the ProspectHR MMI?

Caleb: Yes.

Kari: Yes and in fact, we’re both actively promoting the idea of using the MMI in other departments in the City of Rochester. Right now we’re about to launch our first MMI to hire an administrative assistant.

Caleb: The more people in the City that we can involve in MMIs the more buy in we will have. When someone is part of the process they understand it and can champion it.

Kari: Ideally we’d like to see department to department interviewers. Professionals who are trained to be interviewers and can step in to help other departments, other than their own, recruit and select using the scenarios that are critical to their specific area.

Interviewer: What excites you most about using the MMI in more recruiting situations in the city?

Kari: The City champions efforts to improve equity. Lived experiences are important and allow us to reach a broader scope of candidates. The MMI is perfectly positioned to be part of this movement to bring more people into the City as employees and that’s exciting.

Caleb: We’re discussing using the MMI as part of our Captain promotion process. We want to have another way to look at skills that maybe we haven’t looked at during Captain promotion before. We are going to use MMI interviewers from outside of our fire department to remove the perceived bias that our firefighters believe exists in our current internal promotion interview process. The MMI gives us a non-subjective way to test the soft skills of our future leaders.

Interviewer: This conversation has been inspiring. I am so happy to have heard about your experience and the “why” behind the introduction of the ProspectHR MMI into the early stages of your recruitment process. So, in a nutshell, can you wrap our conversation up with a summary?

Caleb: The ProspectHR MMI is a game changer. Once it’s implemented it’s easy to recreate year after year. I believe it is the future of recruiting. I’m sold on it.

Kari: We give it the highest marks. We’re sold on it from both sides of the table, our side and the candidates.

Below are photos of the venue. Photo one shows the size of the space and welcome area. Photo two shows the privacy of the station area.

Municipal World Podcast featuring ProspectHR MMI.

Wed, 19 Jun 2024 12:26:34 GMT

“Recruiting the Best: It’s Not Who You Interview. It’s How.” ProspectHR MMI featured on Municipal World podcast.

Recently the podcasters at Municipal World interviewed our business development officer, Helen Hale Tomasik, MSc CHRL. During the podcast their lively discussion covered many topics relevant to recruiters from all industries. The podcast theme is “Recruiting the Best: It’s Not Who You Interview. It’s How.” and Helen discusses why traditional interviewing processes don’t always work, the very real and very long term cost of a bad hire and the proven solution which is the ProspectHR Multiple Mini Interview.

Research Spotlight: SJT not a good replacement for MMI

Fri, 17 May 2024 15:23:05 GMT

The Relationship Between a Multiple Mini-Interview and Situational Judgment Test for Admissions.

Background: ProspectHR MMI is the proven MMI (Multiple Mini Interview) backed by sound research on reliability and validity. An important part of our leadership in the soft skill assessment field is our constant review of relevant research.

HR Managers and other key decision makers are keenly interested in how to most effectively identify critical soft skills in recruitment and internal team advancement.

Recently, research was conducted by the team at UNC Eshelman School of Pharmacy comparing the outcomes of a Multiple Mini Interview (MMI) and a situational judgment test (SJT). Both techniques are believed to evaluate non-academic constructs which in commercial and public sectors are known as soft skills.

The method was a 30-question ranked-item SJT, which was developed to test three constructs, also measured by MMIs, during a pharmacy school's admissions process. First-year pharmacy students were invited to complete the SJT in the fall of 2020.

Conclusion: Results of this study suggest that an SJT may not be a good replacement for the MMI to measure distinct constructs during the admissions process. However, the SJT may provide useful supplemental information during admissions or as part of formative feedback once students are enrolled in a program.

This work was published in the scientific literature. For the full research document, please visit https://pubmed.ncbi.nlm.nih.gov/35953105/ Apr;87(3)

Putting "Community" into MMI interviewer pools

Tue, 20 Feb 2024 18:59:07 GMT

One of our core ideals at ProspectHR MMI is to highlight the “human” in Human Resources. To accomplish this, we have built the dominant MMI in North America not by adding more widgets but by staying singularly focused on the unique skills and empathy that come with being human.

While we appreciate algorithms, software and online bots for what they can bring to many aspects of our lives, we believe these technologies can be limiting in the interview process.

Humans make the very best interviewers in an MMI whether it is in-person or online.

Which leads to the question, which humans?

Some of our clients select only in-house staff to be interviewers. And while this practice makes sense we believe there is a missing group at the table.

What group?

Community members.

Adding community members into your MMI or vMMI interview pool is critical for a number of reasons:

Community members are the most impacted by your recruit or hire because they will directly interact with them in the future.
Community members bring a fresh perspective simply because they are outside of your culture - they may see potential or challenges that you miss.
Community members provide an opportunity to increase the diversity of your MMI interview panels, demonstrating the value your organizations places on diversity, equity and inclusion
Community members are committed MMI interviewers because they have a stake in positive outcomes from the selection process
By welcoming non-internal interviewers into your pool, you are building a bigger tent which creates more trust and stronger bridges to your community.

McMaster University has included community members along with in-house staff since the inception of the MMI. When asked why, McMaster University Medical School TITLE, Jack Rosenfeld says, “The candidates that we accept into our medical school will be students with us for a few years. But ultimately they will serve the community for decades. Having community members be part of the MMI or vMMI selection process respects the critical role these candidates will have in the life of the community and shares the responsibility of choosing individuals who will serve best.”

Want to discuss the idea of enhancing your MMI or vMMI interview team with community members? Reach out and let’s start a conversation.

Want to explore this idea more? Check out:

https://news.vt.edu/articles/2024/01/vtcsom-mmi-process-connects-students-with-community.html

ProspectHR MMI: Integration of Culture and Language Success Story

Thu, 11 Jan 2024 15:59:54 GMT

Irrespective of the language or cultural context of your institution, municipality, or company, ProspectHR MMI can serve as the key to selecting applicants with soft skills that enhance your team and advance your organizational culture.

In this blog, we will delve into how we have achieved the following:

Enabled the deployment of ProspectHR MMI in both Spanish and English.
Validated the functionality of our MMI in diverse non-North American cultures. 3. Demonstrated the efficacy of our MMI in a non-medical university setting.

Enabled the deployment of ProspectHR MMI in both Spanish and English.

A notable milestone occurred when one of our newest clients, Ponce University, embraced ProspectHR MMI with a unique challenge: Conduct the MMI in Spanish. Until then, our MMIs had been exclusively implemented in English.

The ProspectHR MMI team collaborated closely with Ponce to create a Spanish version for all of the MMI stations they chose. Each translation underwent meticulous scrutiny for accuracy and clarity, resulting in flawless outcomes.

Building on the positive experience with Ponce, we are now confidently offering the ProspectHR MMI in Spanish, maintaining the same high level of accuracy as the original English version—an exciting achievement.

Validated the functionality of our MMI in diverse non-North American cultures.

Welcoming the United Arab Emirates (UAE) as a client marked a significant achievement for our team. We successfully implemented an MMI with distinct cultural differences from our North American base.

The UAE's Public Health Department sought a method to select based on identified soft skills which had previously not been considered effectively. This requirement made our MMI the natural choice. Customizing the process to seamlessly align with the UAE's culture presented an expected challenge. However, the results were stellar, with the MMI integrating seamlessly into the UAE recruitment process and their non-North American culture.

This seamless integration demonstrates that teams worldwide can effortlessly incorporate the ProspectHR MMI into their processes, regardless of their location.

Demonstrated the efficacy of our MMI in a non-medical university setting.

Originally developed for medical schools, the ProspectHR MMI expanded organically into other health science areas and the employment sector including recruitment for firefighters, paramedics, soft service workers, project managers, transit operators and leadership roles as evidence mounted for its effectiveness.

Recently, New York University (NYU) became the first non-medical PhD program to incorporate our MMI into their rigorous assessment process. Very different in culture and approach from MD programs, PhD programs typically prioritize grades and publishing. NYU, however, aimed to recruit Ph.D. candidates who exhibited both high academic achievement and essential soft skills. To assess these soft skills, the NYU team turned to ProspectHR MMI.

The results were impressive, as the NYU team, for the first time in its history, included soft skill evaluation in their process, thanks to the flexibility and effectiveness of the ProspectHR MMI.

In conclusion:

Whether your team operates in English or Spanish or within a culture vastly different from North American or medical contexts, our MMI has proven effective in deployment and implementation.

When your team is ready to explore innovative and proven hiring and recruitment methods, please reach out. Our experts are eager to discuss our process, history, and the tangible results behind our approach.

Photo by Clay Banks on Unsplash

Welcome Ponce University and Emirates Health Services of the United Arab Emirates into our client family

Thu, 11 Jan 2024 15:53:36 GMT

At ProspectHR MMI our mission is to help change the world, one admission into a professional school and one hire at a time. That’s why we’re excited to announce that this year, we proudly welcomed Ponce University from Puerto Rico and the Emirates Health Services of the United Arab Emirates into our growing family of clients.

Ponce Health Sciences University based in Ponce, Puerto Rico boasts over 45 years of experience in providing world-class education to highly qualified students across the programs offered in our academic portfolio. Throughout their history, they have produced over 4,000 graduates in Medicine, Clinical Psychology, Biomedical Sciences, Public Health, Nursing, and soon, Dental Medicine.

The team at Ponce University sought a more effective method for evaluating prospective medical students. This need led them to engage in discovery sessions with ProspectHR MMI. Following these sessions the Ponce team recognized the value of incorporating the proven MMI process into their student assessments to meet their goal of selecting individuals with academic excellence and exceptional soft skills, ensuring the emergence of outstanding graduates.

During Ponce’s onboarding process, we were pleased to discover that with Word Translator our stations and support seamlessly translated from English to Spanish.

When asked what the inclusion of Ponce University meant to ProspectHR MMI, Jack Rosenfeld, COO and Professor Emeritus at McMaster University said, “This partnership marks a significant milestone for us. Our stations and system will be utilized, for the first time in Spanish.”

Also joining the ProspectHR MMI client list this year is the United Arab Emirates (UAE). The UAE will be employing ProspectHR MMI to assess potential members of their Public Health team during the hiring process.

The UAE conducted their MMI leveraging our "Electronic Capture System," enabling the online recording of all scores and comments. This system, a step below a fully online experience, underscores the operational effectiveness of our MMI in the digital realm. Our collaboration with the UAE serves as evidence that our MMI is valuable for clients, countries and cultures considering its integration into their selection processes.

While working with the UAE, we anticipated a degree of station customization to integrate with their unique culture. The team reports that, in fact, very little customization was required. Similar to Ponce University, the UAE represents another pivotal achievement for our team, the ability to be implemented in a non-North American culture.

To delve deeper into our MMI's adaptability to different cultures, read our Culture and Language Success Story blog here.

As with all clients, there were choices when it came to which skills assessment provider would be used. In both Ponce University and the UAE, after extensive vetting and research, the choice was ProspectHR MMI. Our core difference is a comprehensive program backed by decades of research and data supporting our process and stations. This is why Ponce University, the United Arab Emirates and hundreds of other clients have confidently selected our program and support team.

If your institution, municipality, or company is interested in learning more about making a positive impact on the world, one university admission or one employer recruitment at a time, please reach out. Our team of experts is always ready to guide you through our approach and evidence-based system.

Photo by Belinda Fewings on Unsplash

vMMI Demonstration Video

Wed, 20 Dec 2023 17:10:22 GMT

At ProspectHR MMI our goal is to make your experience as a virtual MMI interviewer and candidate simple and seamless. This video walks you through the steps on participating in a vMMI from logging in all the way to completion. To view the video visit: https://www.youtube.com/watch?v=ptkNs1wF9Gw

Creating an Inclusive Recruitment Process with the Assistance of the Multiple Mini Interview (MMI)

Sun, 22 Oct 2023 13:36:10 GMT

As the Director of Business Development for ProspectHR MMI, I was honoured and delighted to be given the opportunity to co-present with Karen Roche, Fire Chief for City of Burlington at the recent Fire-Rescue International Conference.

In this blog I will walk readers through some of the highlights of our presentation, including the results the City of Burlington experienced using the vMMI, as well as the origin of how the City of Burlington came to work with ProspectHR MMI.

The objectives of our presentation at the Fire-Rescue International (FRI) Conference were to:

Share a new approach to recruiting and selecting firefighters,
Share the positive outcomes that have been achieved with the Multiple Mini Interview within the public sector with a focus on the City of Burlington’s Fire Service, and
Demonstrate the potential that the MMI selection process can have in shifting the culture within Fire Services

During the presentation, Chief Roche described the challenges that her department has had historically in their recruitment process. These challenges are not unique to Burlington Fire:

There is a lack of diversity among firefighters. Predominantly white male firefighters make up their new recruits. When potential candidates don’t see someone who looks like them in recruitment materials, in their community, or in the media, they may be reluctant to apply,
Fire Services has historically been focused on masculine traits such as brawn and courage,
There has been little focus on assessing for client service and how firefighters deal with members of the public and their peers,
There has been little focus on soft skills and emotional intelligence . Creating an inclusive culture requires emotional intelligence, soft skills, and self-awareness when it comes to unconscious bias.

Chief Roche rightly noted that hiring a firefighter was a 30-year decision, so she wants to ensure her department makes the right choice.

“It’s virtually impossible to part ways with a firefighter unless it is their choice to leave”. Yes, technical skills are important, but you also need to know if “that firefighter is narcissistic, blaming, negative, whiny, inflexible or any number of other undesirable character traits that make these “talented terrors” demoralizing to the workplace.”

“We need people with resilience, innovation, proactivity, determination, passion, and flexibility. Those attributes aren’t something that a person receives by having a degree or some advanced certification”.

“Our residents trust us to be proficient at hiring employees who have a positive attitude, great people skills as well as technical skills to perform their roles well. Emotionally intelligent people have higher self-awareness and impulse control that help them apply knowledge to immediate situations dealing with our public”.

At the City of Burlington – trust, respect, honesty, and integrity are foundational values of the organization. Given their corporate values and the trust that the public places in firefighters the Fire Service pursued a path of looking at candidates that demonstrated personal attributes and soft skills such as:

Selfless sense of duty
Shows initiative – seeks out challenges and opportunities to improve, grow and advance,
Ability to perform under stress, demonstrates resilience, remains calm and composed under pressure,
Provide leadership by setting an example that others follow,
Has integrity – speaks up on matters of principle, owns up to mistakes, ensures tasks are completed correctly,
Establishes effective relationships – shares knowledge, puts team interests before their own interests, respects others’ feelings,
Demonstrates effective communication – listens, asks clarifying questions, responds to questions asked.

Chief Roche told the audience that her 34 years plus experience has shown that these personal attributes contribute to an inclusive, supportive, and respectful workplace and great fire service delivery. She also recognized that recruiting and hiring the right person is one of the most difficult and important tasks that an organization undertakes. Avoiding the wrong hire requires assessment of an applicant’s soft skills which are difficult to measure.

Chief Roche spoke of her experience of turning to ProspectHR MMI to help her build a process to assess personal attributes, soft skills, and emotional intelligence. She then turned the presentation over to me to provide an overview of the MMI.

I described the origins and research behind the Multiple Mini Interview (MMI) and practical experience that has proven the benefits of this process including:

Reliability (ability to distinguish between candidates) and validity (has been shown to predict performance in some health disciplines),
Supports diversity and inclusion,
Significantly reduces interviewer and rater bias,
Very efficient way to interview a high number of applicants,
Saves a lot of time in interview preparation time as there are more than 650 interview scenarios to choose from that have been developed and vetted by experts,
Useful for any discipline that requires soft skills to be effective in their role, and
Effective way to identify high potential leadership skills for succession planning or internal promotion.

There are 10 soft skill attributes that the MMI was designed to assess for – accountability, collaboration and teamwork, ethical and moral judgment, communication skills, conflict resolution, self-awareness, empathy, resilience, problem solving and conflict resolution. Organizations can select stations that align with their values as well as soft skill attributes.

When I asked, “What sold you on the MMI?”, Chief Roche responded that she “Liked the simplicity of the questions and the ability to elicit responses that were not “pre-scripted” or canned ". Responses are unique to the individual’s background, experience, and character”. She also liked the fact that it is very hard to make up answers – no BS”.

Chief Roche was the first Fire Service in Canada to use the virtual MMI which ProspectHR MMI launched during the pandemic to help organizations achieve business continuity.

The vMMI has all the benefits of the MMI done virtually. The virtual process expands the candidate pool as there are no economic or geographic barriers. Recruiting outside of the local talent pool can provide access to higher quality candidates and a more diverse workforce. It also expands your interviewer pool as they can interview from anywhere. This enables the inclusion of diverse interviewers external to an organization, demonstrating commitment to diversity and inclusion. The vMMI also provides enhanced confidentiality for leadership candidates and greater engagement of senior level interviewers when promoting internal talent or identifying high potentials for succession planning and leadership development.

Chief Roche spoke to the positive outcomes that have been achieved with the addition of the vMMI in their firefighter recruitment process:

The MMI process is much more efficient than the previous panel interview process. It used to take 3 solid weeks to interview 90 candidates which was a significant time commitment for both Deputy Chiefs, Platoon Chiefs, and an HR consultant. With the MMI this could be done over the course of 3 days.
High quality candidates with crucial soft skills have been selected over the last 2 years. While we weren’t able to attract more diverse candidates in our most recent process (2023), we are confident that we have selected great allies for diversity that will make a positive contribution to our workplace culture based on their responses to the MMI scenarios that we chose.
Engaging our platoon chief early in the MMI process has given them more ownership in the future makeup and success of our Fire Service
We are currently well above the provincial average for recruitment of female firefighters.

Since the conference, I have been having conversations with Fire Chiefs who attended the FRI Conference. If you wish to learn how the MMI might be beneficial to your recruitment and internal promotion process for Fire Service or any other service in your municipal organization, connect with me at helen.tomasik@prospecthrmmi.com .

Q+A with Helen Hale Tomasik and Karen Roche as the Fire-Rescue Conference approaches

Thu, 27 Jul 2023 14:24:54 GMT

Each summer, thousands of the most prominent fire and emergency service leaders from across North America and around the globe come to Fire-Rescue International (FRI). This year, ProspectHR MMI is heading to Kansas City, Missouri at the Kansas City Convention Center, August 16 - 18, 2023.

Helen Hale Tomasik, Certified Human Resources Leader and our Director of Business Development together with Karen Roche, Fire Chief for the City of Burlington will be speaking on the topic of “Creating an Inclusive Recruitment and Selection Process using the Multiple Mini Interview (MMI)”.

This month we caught up with Helen and Karen for a Q+A discussion on what they are looking forward to and to get an overview of what their presentation will cover.

Helen and Karen, we’re so glad to get some time with you! We know you’re busy preparing to travel to Kansas City next month for the Fire-Rescue International Conference and we'd love to get your thoughts on a few questions.

Helen, what are you most looking forward to?

Reconnecting with Fire Chiefs as I have not attended an in-person conference with Fire Services leadership since 2019 due to the COVID pandemic.

Karen, what kinds of professionals will be in attendance at the conference?

Fire Chiefs and Senior Officers in Fire Services from all over the world

Helen, how did it come about that you are co-presenting with Karen Roche?

Chief Roche has used the multi mini interviews (MMI) for a number of years and for the past 2 years she has used our virtual MMI to recruit and select firefighters. In fact City of Burlington was the first Fire Service in Canada to use our virtual platform. Karen asked me to join her to share the positive outcomes that can be achieved by using the MMI recruitment and selection process.

Karen, what do you most want your audience to know or understand after attending the presentation?

That the MMI is a very inclusive recruitment process that has enabled our Fire Service to hire people that are more open-minded, well-rounded, and have the human attributes that contribute to a holistic and welcoming environment. For me, the MMI process has highlighted the fact that hiring people who share common soft skill attributes can shift the culture of a fire service, one that celebrates the differences in a group of people who have different lifestyles, genders, racial backgrounds. The MMI has helped us become a more empathetic and compassionate service.

Helen, have you been to Kansas City before?

This will be my first visit.

And Karen?

I was there for an Emergency Medicine Conference in early 2000.

Is there anything you’re looking forward to experiencing while you’re there?

We are both looking forward to learning from other Fire Chiefs through attending the presentations as well as the networking that the FRI Conference provides.

Thank you for your time Helen & Karen, we will catch up again with you before you leave for Kansas City and also keep everyone up to date on the happenings at the conference!

For more information on the Fire-Rescue International event visit 2023fri.eventscribe.net/index.asp

ProspectHR MMI's Helen Hale Tomasik, co-presenting at Fire Rescue International Conference

Thu, 15 Jun 2023 15:25:54 GMT

Exciting news!

ProspectHR MMI is excited to announce that Helen Hale Tomasik is attending and co-presenting at this summer's Fire Rescue International Conference. We caught up to Helen this week about this exciting opportunity and she said, "I’m excited about attending the prestigious Fire Rescue International Conference in Kansas City, Missouri this summer. Together with Karen Roche, Fire Chief for the City of Burlington, we will be presenting “Creating an Inclusive Recruitment Process with the Assistance of the Multiple Mini Interview (MMI).”

I’m thrilled to be co-presenting with Karen! Our professional relationship began when the City of Hamilton’s Fire Service collaborated with Human Resources to be the first employer to use the MMI as a recruitment tool when I was the City’s Executive Director of HR. When Karen became the Chief at the City of Burlington we took our shared passion for improving the firefighter recruitment process to the next level. In 2022, the City of Burlington, in partnership with ProspectHR MMI, became the first Fire Service in Canada to use the virtual MMI to hire firefighters."

Watch for more news and information about this Conference as well as Helen's participation.

Finding a fit through the Multi-Mini-Interview process

Wed, 22 Feb 2023 14:34:57 GMT

Fire Fighting in Canada: The Podcast

At ProspectHR MMI we were pleased to hear Karen Roche, Fire Chief for the City of Burlington, Ontario describe the benefits of assessing for soft skills when hiring firefighters on a recent podcast. In her podcast conversation with Tom DeSorcy on “Finding a Fit through the Multiple Mini Interview Process” for Fire Fighting in Canada, Chief Roche described the hiring processes she implemented that included the use of our proven MMI system. The episode was first aired on Feb 14, 2023.

https://player.captivate.fm/episode/f6ddc669-ddf3-4a8c-b26a-36758e3ea929

(Video) ProspectHR MMI Evidence and Research

Wed, 19 Oct 2022 18:36:09 GMT

Applicants to medical schools who reach the interview stage have already demonstrated their excellent knowledge of the medical sciences. However, that alone is not enough. Identifying the emotional and soft skill attributes that would make them successful medical students, and beyond that excellent physicians, is essential. In this short video Jack discusses how the ProspectHR MMI was developed to address these needs.

(Video) How the ProspectHR MMI Reduces Bias

Wed, 19 Oct 2022 18:35:23 GMT

Most of us consider ourselves to be unbiased. In this short video Peter discusses the realtiy that biases creep in on many of our decisions. Examples of biases are: recent experiences, confirmation of a belief or idea, opinions of an influential or authoritative person, and groupthink.

(Video) ProspectHR MMI and Soft Skill Assessment

Wed, 19 Oct 2022 18:34:29 GMT

Many times, organizations will select a candidate that has stellar credentials. Everyone agrees they're going to be a great fit. And yet, they fail. In this short video Craig discusses how this can be avoided with the ProspctHR MMI.

(Video) ProspectHR MMI Customizes to Align with the Organization's Culture.

Wed, 19 Oct 2022 18:33:42 GMT

In this short video Jack discusses the Multiple Mini Interview and describes what it consists of and how they were developed.

(Video) How the ProspectHR MMI is better for internal promotion and succession

Thu, 13 Oct 2022 15:30:31 GMT

In this short video Helen discusses what she really likes about the Multipe Mini Interview including its versatility and the fact that the Prospect HR MMI can be used to assess all positions that require soft skills, from frontline positions, up to and including leadership roles. As an HR professional, Helen would be hard-pressed to identify any position in the private, public, or academic sector that does not require soft skills to be effective in their role.

(Video) How the ProspectHR MMI is cost effective

Thu, 13 Oct 2022 15:21:58 GMT

Peer-reviewed research over many years and many institutions has shown that the MMI is by far a better predictor of future performance, and is a proven method to significantly reduce bias in the interview process. One of the things most practitioners do not realize is that the Prospect HR MMI is very cost-effective when compared to the cost of a traditional three-person panel interview. In this short video Glen talks about how the savings are achieved in three areas.

"Are different station formats assessing different dimensions in multiple mini-interviews? Findings from the Canadian integrated French multiple mini-interviews"

Wed, 24 Aug 2022 15:40:33 GMT

BMC Medical Education recently published the research document, "Are different station formats assessing different dimensions in multiple mini-interviews? Findings from the Canadian integrated French multiple mini-interviews"

In its conclusions, it is stated, "The IFMMI assessed three dimensions that were related to stations formats, a finding that was consistent across two cohorts. This suggests that different station formats may be assessing different skills, and has implications for the choice of appropriate reliability metrics and the interpretation of scores. Further studies should try to characterize the underlying constructs associated with each station format and look for differential predictive validity according to these formats."

According to Jack Rosenfeld, PhD and Professor Emeritus, McMaster University and Co-Founder and Chief Operations Officer of ProspectHR MMI, these conclusions supports ProspectHR MMI's commitment to offering an ever evolving library of stations that are professionally written and vetted. This library is unlike what other recruiting tools and companies offer and that gives clients a variety of stations to choose from, allowing them to target specific qualities or soft skills effectively and easily. ProspectHR MMI has purposely added unique functionality that allows clients to modify their selected stations to fit their unique needs.

To read the research document please visit: https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-022-03681-4

Photo by Jonas Kakaroto on Unsplash

The MMI transitioned to a new virtual landscape in 2020

subscriptions@launchitsolutions.ca (Edward Kopas) — Fri, 12 Aug 2022 16:54:11 GMT

Photo by LinkedIn Sales Solutions on Unsplash

In our recently published White Paper “Recruiting the Best: It’s not Who You Interview, It’s How” we relate how and why the MMI transitioned to a virtual environment. Here’s an excerpt:

The pandemic has accelerated trends with respect to virtual remote working and virtual recruiting with both increased opportunity and increased challenges. Where historically HR professionals were recruiting locally or regionally, they are now finding talent nationally, and even globally, given the nature of remote working and its widespread acceptance among the workforce.

Far from being an impediment, these models provide a competitive advantage. Given the demand for a virtual recruiting solution, ProspectHR MMI commenced development of a virtual solution for the MMI and successfully launched the virtual Multiple Mini Interview (vMMI) with two U.S. medical schools in the fall of 2020.

The vMMI has all the advantages of the in-person MMI with the following additional benefits:

Expands your candidate pool as there are no geographic or economic barriers to attend a vMMI.
Recruiting outside of the local talent pool can provide access to higher-quality candidates and a more diverse workforce.
Expands your selection of interviewers as they can interview from any location.
Enables inclusion of diverse interviewers external to your organization, demonstrating commitment to diversity and inclusion.Reduces logistics and costs associated with in-person interviews.
Enables business continuity when face-to-face interviewing is not possible.
Provides enhanced confidentiality for leadership candidates and greater engagement of senior level interviewers when promoting internal talent or identifying high potentials for succession planning.
Provides some insight into candidate facility and comfort with technology which may be important if relevant to position(s) being recruited for.

While acknowledging the benefits of virtual interviewing, it is important to recognize that there are some disadvantages:

Less opportunity for deciphering a candidate’s “body language”.
Internet connectivity issues can sometimes be problematic.
Potential for background disruption or distraction at the candidate’s end. • Less computer savvy candidates may be disinclined to participate (12)

Overall, the advantages of virtual interviewing appear to outweigh the disadvantages, particularly when an organization needs to recruit a large number of positions in a short time frame, is not able to conduct in-person interviews, and needs to ensure confidentiality of their internal talent or external candidates for leadership positions.

It is believed that a combination of traditional and virtual recruiting methods will be the “new normal”, in the same way that a hybrid workforce of onsite and remote employees has become more normalized during the pandemic paradigm (13).

The ProspectHR virtual Multiple Mini Interview (vMMI) process, developed over the last few years, continues to evolve to provide a seamless process for those organizations who plan to go completely virtual in the future or maintain a hybrid model of recruiting.

To read the full White Paper please visit https://www.prospecthrmmi.com/whitepaper

Why do employers use the Multiple Mini Interview (MMI)?

Fri, 12 Aug 2022 16:50:41 GMT

In our recently published White Paper “Recruiting the Best: It’s not Who You Interview, It’s How” we give an overview of who uses the MMI. Here’s an excerpt:

ProspectHR MMI has made a successful transition into the world of employment. Public sector employers are embracing the MMI and have adopted this recruitment and selection system for a variety of reasons, including:

The published scientific research in peer-reviewed journals provides evidence of reliable and valid outcomes in the selection of future health professionals.
The assessment focuses on soft skills which are critical to organizational culture.
The process removes interviewer influence on other interviewers, unlike panel interviews where there is typically one power-broker that influences the candidate score.
Rater bias is significantly reduced when there are 8-10 independent raters scoring candidate performance, particularly when the interviewers are well trained and selected for their diversity.
The process promotes diversity and inclusion as there is the ability to assess many more candidates from a much larger applicant pool, providing more opportunity for those with diverse backgrounds to excel and receive top scores.
Because there are multiple independent scenarios, the applicant benefits when they have trouble with a particular scenario. They can recover with the next interviewer and a new mini-interview scenario.
The system is a huge time saver in interview preparation for HR and operational leaders as there are more than 600 scenarios to select from. The ProspectHR MMI database covers a wide variety of current and topical issues from diversity and inclusion to leadership challenges. Scenarios are continuously reviewed, updated and added to. The organization can select the scenarios according to their corporate values as well as the soft skill competencies required of their employees.
The system provides a very efficient way to interview a large number of applicants as documented with firefighter (10) and paramedic recruitment (10). Other positive outcomes reported include high quality candidates selected, improved workplace culture, and lower turnover of new hires (11).
With a database of scenarios on people skills, soft skills and emotional intelligence, the ProspectHR MMI provides an excellent way to assess leadership character for internal promotion and succession planning processes. An entire corporate leadership team can be involved in the review of the up and coming talent across their organization through very brief MMI interactions with their high potential employees. This is an opportunity for high performing employees, who have leadership aspirations, to have face to face time with the most senior members of their organization. Not only is this process beneficial to engaging and retaining high potential employees, it offers a mechanism to determine which employees have the attributes to make them a worthwhile investment for leadership development.

To read the full White Paper please visit https://www.prospecthrmmi.com/whitepaper

How does the Multiple Mini Interview (MMI) work?

Fri, 12 Aug 2022 16:45:37 GMT

Photo by Towfiqu barbhuiya on Unsplash

In our recently published White Paper “Recruiting the Best: It’s not Who You Interview, It’s How” we give an overview of how the MMI works. Here’s an excerpt:

The Multiple Mini Interview (MMI) consists of a circuit in which 8-10 candidates cycle through 8-10 mini-interviews, each one with its own scenario and evaluator. Candidates have 1-2 minutes to read the interview scenario, then 5 to 8 minutes to discuss their responses with the evaluator. When their time to answer the scenario is over, they transition to the next mini-interview with a new evaluator, while their previous interviewer scores their performance.

Their MMI is complete when they have responded to all of the scenarios in the circuit. The interview scenarios are designed to assess soft skills such as accountability, empathy, collaboration and teamwork, ethical and moral judgment, self-awareness, problem solving, resilience, communication skills and conflict resolution.

The scenarios are written and vetted by subject matter/MMI experts and include probing questions, evaluation criteria, as well as the background and theory that supports the scenario. The candidate presents their opinion on the scenario and the interviewer has the tools to guide the interview and their assessment.

To read the full White Paper please visit https://www.prospecthrmmi.com/whitepaper

Introducing a talent acquisition solution - the Multiple Mini Interview (MMI)

subscriptions@launchitsolutions.ca (Edward Kopas) — Fri, 12 Aug 2022 16:42:10 GMT

Photo by Amy Hirschi on Unsplash

The Multiple Mini Interview (MMI) was first developed by the Michael G. DeGroote School of Medicine at McMaster University in 2002 when it became clear that performance issues in the medical profession were not due to deficiencies in technical competencies but rather due to a lack of soft skills.

The team developed and evaluated this innovative way to interview and recruit for skills in communication, teamwork, ethical decision-making, interpersonal relations, and professionalism. Between 2004 and 2008, the team published seminal papers describing the characteristics of the MMI. These attracted the interest of medical schools in Canada and the United States, which adopted the MMI as their interview technique. In 2012 the team published a follow-up study in the Journal of the American Medical Association, providing evidence that the MMI could predict performance on the medical licensing exams which took place 5 to 6 years after admission via the MMI (8).

With this proof of effectiveness, the MMI became and continues to be widely used to evaluate applicants to medical schools in Canada, the United States, and Australia.

Today the body of literature regarding the MMI consists of more than 180 publications from international authors in peer-reviewed scientific journals (9). The research confirms that the MMI is a reliable and valid soft skills assessment system that does not disadvantage applicants from under-represented minorities and improves the diversity of the candidates selected.

In 2006 McMaster University licensed the MMI to ProspectHR MMI to commercialize the process and make it available to professions beyond medicine and beyond the admission process of academic institutions. ProspectHR MMI subsequently developed an online platform for the proven MMI to manage the planning, recruiting, interviewing and scoring for this talent acquisition process. The company also brought this innovation to the recruitment of students

in other disciplines as well as to the hiring process for public and private sector employees.

To read the full White Paper please visit https://www.prospecthrmmi.com/whitepaper

Current Talent Management Priorities

subscriptions@launchitsolutions.ca (Edward Kopas) — Fri, 12 Aug 2022 16:35:59 GMT

Photo by Brett Jordan on Unsplash

In our recently published White Paper “Recruiting the Best: It’s not Who You Interview, It’s How” we outline the current talent management priorities. Here’s an excerpt:

The challenges associated with effectively recruiting, selecting, and retaining talent are significant and will be a key focus for organizations in 2022 and beyond.

A 2021 LinkedIn survey of 1500 talent acquisition specialists from 28 countries identified the top recruiting trends to be: virtual recruiting, shifting talent attraction efforts to remote candidates, more consideration of internal talent, and a focus on diversity, equity and inclusion (6).

Surveys completed by McLean & Company in 2022 identified recruitment as the number one organizational HR priority with HR professionals reporting they expect to spend 25% more time on talent acquisition to meet the challenges posed in 2022 (7).

The top talent management priorities identified by McLean & Company were in the following order:

1. Recruitment

2. Providing a great employee experience

3. Developing leaders

The new paradigm brought on by the emergence of working from home and flexible working arrangements is requiring an enhanced, nimble, and nuanced response from HR departments. Job seekers accustomed to working remotely are now expecting faster interview timelines and streamlined hiring processes.

To date, organizations are reporting challenges in this area. In 2021, only 44% of organizations felt they were able to recruit effectively, and only 38% of employers reported having a documented strategy for accomplishing their recruitment needs.

Reports also indicate that HR professionals are experiencing more significant levels of stress as compared to recent years with 60% of HR professionals expecting to experience higher stress in 2022 (7). It becomes evident that an up-to-date talent acquisition strategy that addresses the recruiting trends shaped by the pandemic and embraces the benefits of virtual technology is more critical than ever in 2022.

To read the full White Paper please visit https://www.prospecthrmmi.com/whitepaper

The cost of bad hires and leader selections.

Fri, 12 Aug 2022 16:31:13 GMT

Photo by Andre Hunter on Unsplash

In our recently published White Paper “Recruiting the Best: It’s not Who You Interview, It’s How” we outline the true costs of hiring the wrong candidate. Here’s an excerpt:

Recruiting and hiring the right person is one of the most difficult and important tasks an organization undertakes.

In a recent survey more than three out of four senior managers admitted that they recruited the wrong candidate for a role and that it took 11 weeks on average before they realized the poor fit (1). A survey by CareerBuilder in Canada found that a bad hire wastes 27 weeks of an organization’s time, including an average of 7 weeks to hire a replacement (2). The negative consequences of a bad hire include the cost in wasted time recruiting, onboarding and training, decreased staff morale and productivity, and increased stress on supervisory staff. The cost of hiring the wrong person is estimated to be 1.5 to 3.5 times their annual salary (3). Avoiding the wrong hire requires assessment of an applicant’s soft skills including attributes such as ethical acumen, accountability, empathy, resilience, team work and collaboration. Determining the soft skill attributes of potential candidates for front line positions up to leadership roles is essential to organizational performance in all workplaces, especially as organizations evolve with technology. However, soft skills are more challenging to assess than technical and cognitive skills. Compounding the recruitment challenge is the increasing rate of voluntary turnover and early retirement that has been accelerated with the Pandemic. This has put pressure on organizations to ensure that they have the labour resources to remain viable and to compete. While Canada has not experienced the “Great Resignation” wave to the extent that the United States did in 2021, Canadian employers need to be prepared for a resignation wave in 2022. A Bank of Canada survey in January 2022 indicated that 19.3% of workers expect to quit their current job in the next 12 months (4).

To read the full White Paper and references, please visit https://www.prospecthrmmi.com/whitepaper

PRESS RELEASE: Launch of White Paper "Recruiting the Best: It's Not Who You Interview, It's How"

Mon, 08 Aug 2022 14:28:25 GMT

ProspectHR MMI's White Paper: "It's Not Who You Interview, It's How" was launched this week a press release.

Press Release

ProspectHR MMI launches new White Paper to HR “Recruiting the Best: It’s not Who You Interview, It’s How”

ProspectHR MMI released a white paper for HR, Hiring Managers and Recruitment Specialists entitled “Recruiting the Best: It’s not Who You Interview, It’s How” describing how the Multiple Mini Interview (MMI) can help you effectively and efficiently choose the right candidate the first time.

When speaking at the White Paper launch, Craig Wood P.Eng., Chief Executive Officer, said, “The White Paper was researched and written in response to HR professionals and recruitment professionals seeking answers to one of their most pressing concerns: Hiring and recruiting the right candidate, the first time.”

The White Paper begins by identifying that recruiting and hiring the right person is one of the most difficult and important tasks an organization undertakes. The paper backs that statement up with data:

The most pressing question the White Paper answers is how to avoid making the wrong hire. The key to successful hiring/recruiting? Putting into place an interview style that is proven to identify an applicant’s soft skills including attributes such as ethical acumen, accountability, empathy, resilience, teamwork, and collaboration. The interview style suggested - A Multiple Mini Interview (MMI) and the virtual version of the MMI, the vMMI.

Readers of the White Paper were impressed with how much research had gone into the development and evaluation of the Multiple Mini Interview which demonstrated its reliability and validity.

The White Paper can be downloaded at no charge at

https://www.prospecthrmmi.com/whitepaper .

Contact Information:

ProspectHR MMI

info@prospecthrmmi.com

175 Longwood Rd S #305, Hamilton, ON L8P 0A1

VIDEO: Why did you become involved with ProspectHR MMI?

Tue, 09 Nov 2021 23:30:13 GMT

Video Series Host: Craig Wood, CEO, ProspectHR MMI

Topic: Why did you become involved with ProspectHR MMI?

In this month's Let's Talk video, we're once again focused on ProspectHR MMI board members and why they believe in ProspectHR MMI. In this video Craig Wood, ProspectHR MMI CEO discusses a few key questions that give viewers an understanding of why he joined the team and why he believes in ProspectHR MMI as an assessment tool.

For more information about the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

VIDEO: Why I Believe in ProspectHR MMI

Mon, 04 Oct 2021 19:43:42 GMT

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development

Topic: Why I Believe in ProspectHR MMI

In this month's Let's Talk video, Helen Hale Tomasik MSc, CHRL, Director of Business Development talks about why she believes in, and works with ProspectHR MMI. Helen walks us through these three questions in this informative and engaging video:

Why did you become involved with ProspectHR MMI?
What benefits have you seen when organizations use ProspectHR MMI to select candidates?
What’s the best part of working with ProspectHR MMI?

For more information about the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

Assessing Leadership Potential (Companion to Let's Talk Video)

Mon, 28 Jun 2021 13:04:09 GMT

Why is it important to assess for Leadership Potential?

Successful organizations have a future-focused talent strategy that develops and sustains a leadership pipeline. Assessing for leadership potential helps an organization predict who is most likely to be effective in more senior roles and identifies where investments in leadership development would be most worthwhile. Assessing for leadership potential also communicates to employees, who are interested in advancing their career, that you are interested in retaining and developing talent within your organization.

What should be assessed?

Too often employees are promoted based upon their performance in their current roles. Being a high performer in a current role does not necessarily predict performance in a leadership role where one needs to achieve results through their people.

The Pandemic has accelerated the need for a new kind of leader – one who is agile, is a continuous learner, likes to collaborate, and has the Emotional Intelligence to manage their own emotions while guiding others through chaos and uncertainty. Frankly, all these attributes have always been important when considering whether a high performing employee has the potential to take on more complex responsibilities and ambiguous roles in the future.

There are a variety of models for assessment of leadership potential which typically include measures of competencies, cognitive ability, and personality. In my HR practice I favoured the Learning Agility approach to leadership potential which included assessment for:

People Agility – people who are acutely self-aware, emotionally intelligent, treat others well, welcome feedback, and are resilient when the going gets tough

Results Agility – people who get results under pressure and inspire others to do the same

Mental Agility – people who are comfortable with complexity and ambiguity, can think through complex problems and explain their thinking to others

Change Agility – people who are curious, open to change and able to champion new approaches, and are always developing themselves

These agilities in combination with a direct supervisor’s assessment of the candidate’s current competencies and results track record (from performance reviews), and their commitment to the hard work of leadership, laid the foundation for high potential assessment. The final step was a multi-interviewer assessment of their soft skills, traits and values that were critical to achieving our corporate culture.

How should Leadership Potential be assessed?

First and foremost, the assessment process needs to be transparent and well communicated. Your organization must communicate why you are assessing for high potential, what it takes to be an effective leader in your organization, and how those who are interested in advancing their career to leadership roles will be assessed. Finally, how will feedback from the process be provided to those who step forward.

Secondly, to achieve a comprehensive assessment, multiple assessment methods and tools should be reviewed. Select those which have been professionally researched and evaluated.

Thirdly, to avoid evaluation bias of individuals who are closest to the candidates, I would strongly encourage engaging multiple perspectives from a cross section of leaders in your organization. The Multiple Mini Interview (MMI) is an excellent method to determine whether the candidates have the necessary leadership character and people skills to achieve a high performing and inclusive organization through the trust and respect of their people.

The MMI provides a quick and efficient way for senior leaders to develop ownership of the talent across the organization. They get a firsthand look at the upcoming talent, and employees appreciate the one-on-one face time with senior leadership. The MMI also offers a great way to enrich the dialogue at your talent assessment meetings when you are determining who will be considered for stretch assignments and leadership development.

Assessing for leadership potential is a critical first step in the development of a leadership pipeline. Contact me at Helen.Tomasik@Prospecthrmmi.com if you are interested in learning more about how the MMI can help you determine who has the necessary attributes to take on higher level leadership roles in your ‘future ready” organization.

View the companion Let's Talk Video on this topic:

https://www.prospecthrmmi.com/video-assessing-for-leadership-potential

VIDEO: Assessing for Leadership Potential

Mon, 28 Jun 2021 11:08:33 GMT

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development

Topic: Assessing for Leadership Potential

In this month's Let's Talk video, Helen Hale Tomasik MSc, CHRL, Director of Business Development walks us through some of the more common questions she hears when professionals are thinking about when Assessing for Leadership Potential.

Questions Helen answers:

Why is it important to assess for Leadership Potential?
What should be assessed?
How should Leadership Potential be assessed?

After viewing the video if you want to find out more about Assessing for Leadership read Helen's in-depth discussion blog on the topic visit:

https://www.prospecthrmmi.com/assessing-leadership-potential

For more information about virtual recruiting or the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

VIDEO: Considerations when Interviewing Virtually

Mon, 31 May 2021 17:31:19 GMT

Video Series Host: Peter Rakoczy, ProspectHR MMI Board Member
Topic: Virtual Interview Considerations

In this month's Let's Talk video, Peter Rakoczy, ProspectHR MMI Board Member, walks us through some of the more common questions he hears when professionals are thinking about considerations for interviewing virtually.

Questions Peter answers:

Is virtual interviewing the same as in-person interviewing?
What are the key advantages of virtual interviewing?
Does virtual interviewing affect bias?

For more information about virtual recruiting or the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

VIDEO: Selecting an Assessment

Thu, 29 Apr 2021 16:05:49 GMT

Video Series Host: Craig Wood, CEO of ProspectHR MMI
Topic: Selecting and Assessment

In this month's Let's Talk video, Craig Wood, CEO of ProspectHR MMI walks us through some of the more common questions he hears when clients are thinking about selecting an assessment.

Questions Craig answers:

Can one assessment platform do it all?
Do peer reviewed articles matter?
Why is evidence important?"

For more information about virtual recruiting or the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

VIDEO: Your First Virtual MMI (vMMI)

Wed, 31 Mar 2021 14:46:04 GMT

Video Series Host: Glen Norton, Co-Founder and Board Chair
Topic: Your First Virtual MMI (vMMI)

In this month's Let's Talk video, Glen Norton, a Co-Founder and Board Chair of ProspectHR MMI walks us through the most common questions he hears when clients are thinking about using a virtual MMI for the first time.

Questions Glen answers:

Is a ProspectHR virtual MMI easy for my team and candidates?
What are the steps to getting started with our first vMMI?
What are other vMMI users saying?

For more information about virtual recruiting or the benefits of ProspectHR MMIi visit this page , or email our team at info@prospecthrmmi.com .

Employers Are Looking For Leaders With Soft Skills

Wed, 17 Mar 2021 00:32:34 GMT

At ProspectHR MMI we're dedicated to helping employers assess for soft skills because we know it's those skills that are critical to performance not only when it's a new hire but also when you're looking for leaders from within or outside of your organization.

The article below was published in Forbes, and written by Mari Carmen Piza rro. It was originally posted April 10, 2020 and is a useful overview of the reasons employers are beginning to pay more attention to soft skills when evaluating and selecting leaders.

I work mainly with professionals who pay much attention to developing hard skills in hopes of fast-tracking promotions.

Hard skills are essential, but if you want to venture into a leadership role, understanding your perception from others is crucial. As an executive coach, I've found that a growing number of organizations prefer leaders who possess sharp emotional intelligence, personal awareness and a sense of service. Sure, you can be the best accountant in your firm, but that will no longer guarantee you a leadership role if you struggle to collaborate with others.

A recent study by Google listed the eight qualities their top employees have in common, and hard skills, such as coding and math, came in last. The essential skills for success are soft skills. Among them are listening, coaching, excellent communication and critical thinking.

The work world is changing rapidly, and if you are serious about climbing the corporate ladder and becoming a leader in your organization, here are some of the skills that are being sought today.

1. Social Intelligence

Having strong social intelligence skills, or what I like to refer to as "street smarts," is just as crucial as being book smart when it comes to advancing your career and guiding your company to success. Having the ability to deal with the potential difficulties of life in any environment is an essential skill. Leaders who have high social intelligence:

Have strong conversational skills;
Have the ability to read others;
Build strategic partnerships with peers;
Can navigate different social environments.

These skills will significantly improve your chances of creating meaningful and successful relationships with people in any organization. Three tips for increasing social intelligence are:

Face stressful or awkward situations right on. Manage to get into uncomfortable situations; these will force you to get out of your comfort zone.

Don't be afraid to get different perspectives. Purposely looking for other people's thoughts, advice and opinions will increase your perspective and give you a more comprehensive view of what others are thinking.

"Do" different experiences, including finding hobbies, traveling or developing new skills. Activities that are different from your everyday life will complement your social intelligence. A former mentor once told me, "Do more. Make doing your 'modus operandi.'"

2. Creativity

From my perspective, "creativity" is the most significant area of opportunity. Creativity is among the top skills hiring managers are seeking. I once thought creativity was only vital for professionals in fields such as architectural design or creative writing, but was I wrong. Creativity is a necessity for anyone who wants to improve at their job, artistic or not. If you're going to get better at any job, be it finance, compliance, science, customer service, human resources, etc., invest the time to develop your creative skills.

Creative leaders can develop ideas and experiment with solutions to address everyday problems faster than non-creative ones. In my experience coaching hundreds of executives, the creative ones are not afraid of the unknown and can tolerate risk, which in turn opens the door to discover novel opportunities for innovation and growth.

The good news is that you are capable of developing creativity. You can learn strategies to become more creative. Simple activities like collaborating with others, asking for feedback, writing down your ideas or solving puzzles will give you a needed boost.

3. Digital Literacy

In 2020, I believe it's time for professionals to stop saying, "I am not good with technology," and expect to succeed. Gone is the era when knowing how to prepare a simple presentation is enough to get by in business. Today, technology is an ever-evolving skill that is 100% necessary.

The American Library Association's Digital Literacy Task Force defines "digital literacy" as, "The ability to use information and communication technologies to find, evaluate, create and communicate information, requiring both cognitive and technical skills."

Technology literacy is about maximizing digital tools effectively to solve everyday problems, be more productive, work collaboratively and remotely.

Improving your technical skills is not a matter of age; it's a matter of mindset. Anyone can develop these skills, and an excellent place to start is at your local community college or taking an online course from home.

4. Working And Collaborating Remotely

Also known as virtual work, the trend of working remotely is rising. According to GlobalWorkplaceAnalytics.com, alternative workplaces (such as home or shared workplaces) have grown by 173% since 2005.

It's imperative to prepare yourself for this growing trend by boosting your remote collaboration skills. Start by learning how to use tools such as video-call conferencing, project management software, instant messaging and interactive email.

5. Negotiating

Usually thought of as a skill that only sales professionals or corporate lawyers should master, negotiation is often overlooked as a critical leadership competency.

If you are a leader, you know you must be prepared to manage situations that involve mediating, contracting services, presenting new ways of working, complicated client relationships or even negotiating a new salary structure for your team.

The first step when developing killer negotiation skills is to understand negotiation dynamics:

Assess the situation. You must understand the outcomes each party wants to see in the situation.
Look for shared values and shared goals.
Let the other party establish their case first. You will have a better feel for the conditions surrounding the situation.
Don't ignore small differences, and resolve them before they become a problem. It's imperative to learn what makes your colleagues light up and what triggers them.
Make it a priority to create connections and working relationships. You'll find that in any negotiation, a strong connection enhances the chances of a positive outcome.

Soft skills aren't hard to learn.

These represent just a few of the top soft skills you'll need to develop to be successful in today's business world and what I've found many employers now expect. If you want to improve your career or benefit your business, consider choosing one of the areas mentioned and dedicate one hour per week to its development.

VIDEO: Recruiting for Diversity and Inclusion

Mon, 22 Feb 2021 20:46:26 GMT

"At ProspectHR MMI we know achieving Diversity and Inclusion is a journey."

“Black Lives Matter”, Gender Equity in leadership, news of harassment and discrimination in our public institutions, recent calls for police reform, etc.... have escalated and renewed the need for Diversity and Inclusion Strategies across all public services and industry sectors. As an HR professional, I am seeing evidence of organizations taking action as announcements of Equity Diversity and Inclusion (EDI) positions come across my screen every week.

But achieving diversity and inclusion cannot be the sole responsibility of Human Resources or dedicated EDI positions. It is the responsibility of leaders to own the strategy. Leaders must set the tone for a workplace culture that embraces diversity and creates a sense of belonging for everyone. Current and future employees need to see, hear, and feel that the leadership values diversity, equity, and inclusion. Otherwise, all the well-researched benefits of diversity and inclusion will not be realized by your organization.

At ProspectHR MMI , we recognize that achieving Diversity and Inclusion is a journey. To build a diverse workforce and an inclusive respectful culture requires organizations to implement proven best practices every step of the way. We offer organizations assistance with a foundational step which is to recruit diverse employees.

Diversity recruiting is the practice of hiring candidates using a process that is free from biases for or against any individual or group of candidates. Our method of interviewing and selecting candidates, the Multiple Mini Interview (MMI), has been proven through extensive university research. Our MMI assesses for soft skill attributes to identify candidates who will best contribute to your aspired organizational culture, a culture that embraces diversity, equity, and inclusion.

Our ProspectHR MMI is designed and structured to give all candidates, regardless of their background, an equal opportunity in several ways:

In an MMI, there are 8 to 10 different scenarios independently assessed by 8 – 10 trained interviewers which significantly reduces rater bias.
Our MMI process ensures that every interviewer has equal influence, unlike panel interviews, where one individual usually has the greatest say in the outcome.

Our process enables organizations to engage and train individuals from their Employee Resource Groups and/or members of Diversity and Inclusion Groups from their community to be on the MMI interview team. Seeing diverse interviewers communicates quickly that your organization values diversity.

In addition, ProspectHR MMI has invested in a rich database of scenarios with interview questions standardized to eliminate bias and support diversity. Our MMI scenarios address matters such as unconscious bias, microaggressions, discriminatory behaviours, gender bias, sexual orientation, harassment, as well as assess for ally behaviours that support inclusion and a sense of belonging in a workplace.

We also have scenarios that assess for attributes of leadership character such as empathy, self-awareness and collaboration which are so important when it comes to fostering a culture of respect, diversity and inclusion.

Recruiting for diversity will not only ensure that your workforce is more reflective of the public you serve, it has the added benefit of providing your organization with a diverse talent pipeline for future leadership roles.

Contact me at helen.tomasik@prospecthrmmi.com if you are ready to talk about recruiting for diversity and inclusion.

VIDEO: Let's talk about Virtual Recruiting

subscriptions@launchitsolutions.ca (Edward Kopas) — Fri, 29 Jan 2021 18:48:25 GMT

Video Series Host: Craig Wood, CEO ProspectHR MMI
Topic: Let's Talk About Virtual Interviewing

Is virtual recruiting here to stay?

Is a virtual MMI as effective as an in person MMI?

How difficult is it to implement a ProspectHR virtual MMI?

In this 90 second video Craig Wood, the CEO of ProspectHR MMI shares his answers to the three most common questions his team hears about Virtual Recruiting. Craig addresses whether virtual recruiting is here to stay, whether a virtual MMI is as effective as an in-person MMI and he answers "How difficult is it to implement a ProspectHR MMI vMMI?".

For more information about virtual recruiting or the benefits of ProspectHR MMIi visit this page , or email the team at info@prospecthrmmi.com .

Published Evidence

Fri, 04 Dec 2020 22:59:32 GMT

Published evidence behind ProspectHR MMI

There are currently 180 publications on the MMI in peer reviewed journals, authored by researchers from around the world. The research demonstrates that the MMI is a reliable and valid soft skills assessment system, does not disadvantage applicants from under-represented minorities, and enhances diversity in the candidates selected. The research also indicates that the MMI is effective with interview times as low as 5 minutes.

The following peer reviewed references provide the conclusions from a sample of published articles on the effectiveness and efficiency of the MMI assessment system.

Do admissions multiple mini interview and traditional interview scores predict subsequent academic performance? A study of five California medical schools Jerant A, Henderson MC, Griffin E, Hall TR, Kelly CJ, Peterson EM, Wofsy D, Tancredi DJ, Sousa FJ, Franks P Acad Med 2019, 94(3):388-395

Conclusion: MMI scores were more strongly associated with subsequent academic performance measures than were traditional interview scores.

The Multiple Mini Interview as a Dental School Admission Tool: Can It Predict Noncognitive Traits Associated with Professional Behaviors? Duff RE, Katcher PA, Daniels RM, Ramaswamy V. J Dent Educ 2020, 84(4):478-485

Conclusion: The study found that the MMI was a reliable and valid tool that predicted key behavioral traits associated with professionalism in dental students.

Multiple mini interview predictive validity for performance on a pharmacy licensing examination

Cameron AJ, MacKeigan LD, Mitsakakis N, Pubsley JA Med Educ 2017, 51(4):379-389

Conclusion: These findings, from a single cohort of undergraduates, provide the first report of the predictive validity of the MMI for performance on pharmacy licensure examinations and thereby strengthen the evidence for its use in health professions selection.

Association between a medical school admission process using the multiple mini interview and national licensing examination scores Eva KW, Reiter HI, Rosenfeld J, Trinh K, Wood TJ, Norman GR JAMA 2012, 308(21):2233-2240

Conclusion: Compared with students who were rejected by an admission process that used MMI assessment, students who were accepted scored higher on Canadian national licensing examinations.

Versatility in Multiple Mini-Interview Implementation: Rater Background Does Not Significantly Influence Assessment Scoring Baker KD, Sabo RT, Rawls M, Feldman M, Santen SA Med Teach 2020, 42(4):411-415

Conclusion: The MMI process for the 2018 admissions cycle at the VCU School of Medicine was analyzed: 578 applicants were interviewed by 126 raters from five distinct backgrounds: clinical faculty, basic science faculty, medical students, medical school administrative staff, and community members. Interviewer background did not significantly influence MMI evaluative performance scoring, which eliminates a potential concern about the consistency and reliability of assessment.

Implementation of a Modified Multiple Mini-Interview Method to Assess Non-Cognitive Qualities during Resident Candidate Interviews Henneman A & Haines S Curr Pharm Teach Learn 2020, 12(5):585-589

Conclusion: Virtual MMIs break the barriers of conventional MMIs and appear able to attain an acceptable level of effectiveness. Candidate students are familiar and comfortable with online tools and travel costs are self-evidently reduced. The important features of MMIs, such as number of stations, number of candidates and station length, can be retained in the virtual adaptation. Some remaining challenges include the limitations of virtual MMIs in assessing some specific candidate characteristics such as stress tolerance in an unfamiliar environment. Nonetheless, a virtual version of the MMI for medical school admission is feasible and can be implemented during the COVID-19 pandemic. Effective time management, selected scenarios, trained staff, and effective technology are the essential keys to success.

Development and assessment of the multiple mini interview in a School of Pharmacy admissions model

Cox WC, McLaughlin, JE, Singer D, Lewis M, Dinkins MM Am J Pharm Educ 2015, 79(4):53-60

Conclusion: This study provides additional support for the use of the MMI as an admissions tool in pharmacy education.

The effect of differential weighting of academics, experiences, and competencies measured by multiple mini interview (MMI) on race and ethnicity of cohorts accepted to one medical school Terregino CA, McConnell M, Reiter HI Acad Med 2015, 90(12):1651-1657

Conclusion: Sole reliance on the MMI for final admissions decisions, after threshold academic/experiential preparation are met, promotes diversity with the accepted applicant pool.

Assessment of non-clinical attributes in paramedicine using multiple mini interviews Tavares W & Mause J Emerg Med J 2015, 32(1):70-75

Conclusion: The MMI demonstrated evidence of reliability and validity for the assessment of non-clinical attributes in paramedic contexts. Non-clinical attributes and paramedic skills are likely distinct but related constructs, each contributing to the construct of paramedic practice.

A comparison of behavioral and multiple mini interview formats in physician assistant program admissions

Jones PE & Forister JG Physician Assist Educ 2011, 22(1):36-40

Conclusion: In this study the multiple mini-interview format was a more reliable admissions tool in detecting latent professionalism attributes among Physician Assistant program applicants. The multiple mini-interview format appeared to measure professional potential and organizational fit better than the behavioral interview format.

Validity MMI scores: Are we measuring multiple attributes? Oliver T, Hecker K, Hausdorf PA, Conlon P Adv Health Sci Educ Theory Pract 2014, 19(3):379-392

Conclusion: The results provide validity evidence for assessing multiple non-cognitive attributes during the MMI process and reinforce the importance of developing MMI stations and scoring rubrics for attributes identified as important for future success in school and practice.

The multiple mini interview: How long is long enough? Dodson M, Crotty B, Prideaux D, Carne R, Ward A, deLeeuw E Med Educ 2009, 43(2):168-174

Conclusion: Reducing the duration of the MMI stations from 8 to 5 minutes conserves resources with minimal effect on applicant ranking and test reliability.

Development and pilot testing of a multiple mini interview for admission to a pharmacy degree program

Cameron AJ & MacKeigan LD Am J Pharm Educ 2012, 76(1): Article 10

Conclusion: MMI feasibility was confirmed, based on the finding that interview scores were reliable and this admissions tool measures different attributes than do the Pharmacy College Admission Test (PCAT) and Prepharmacy Average (PPA).

Assessment of applicants to the veterinary curriculum using a multiple mini interview method Hecker K, Donnon T, Fluentealba C, Hall D, Illanes O, Morock DW, Muelling C J Vet Med Educ 2009, 36(2):166-173

Conclusion: This analysis provides preliminary evidence of the reliability, validity, and acceptability of the MMI in assessing the noncognitive attributes of applicants for veterinary medical school admissions.

Assessment of non-cognitive traits through the admission multiple mini interview Lemay JF, Lockyer JM, Collin VT, Brownell AK Med Educ 2007, 41(6):573-579

Conclusion: The MMI is able to assess different non-cognitive attributes and our study provides additional evidence for its reliability and validity. The MMI offers a fairer and more defensible assessment of applicants to medical school than the traditional interview.

Multiple mini interview: Opinions of candidates and interviewers Humphrey S, Dowson S, Wall D, Diwakar V, Goodyear HM Med Educ 2008,42(2):207-213

Conclusion: Both candidates and interviewers agreed that the MMI format was reliable, fair and asked appropriate , easy-to-understand questions.

First experience with multiple mini interview for medical school admission in Brazil: Does in work in a different cultural scenario? Daniel-Filho DA, Pires EMSG, Paes AT, Trosler EJ, Silva SCABS, Granato MF, Cout TB, Barreto JKS, Campes AH, Mente JCM, Schrartsman C Med Teach 2017, 39:1033-1039

Conclusion: A significant majority of the applicants (98%) and all the raters believed MMIs were important in selecting students with a more adequate profile to study medicine. The general reliability of the selection process was excellent and it was fully accepted by the applicants and raters (School of Medicine Sao Paulo, Brazil).

The multiple mini interview for selecting medical residents: First experience in the Middle East region

Ahmed A, Qayed KI, Abdulrahman M, Tavares W, Rosenfeld J Med Teach 2014, 36(8):703-709

Conclusion: The MMI offers a fair and more reliable assessment of applicants to medical residency programs. The present data show that this assessment technique applied in a non-western country and Arab culture still produced reliable results.

The multiple mini interview: A possible solution to problems associated with the interview process for a selected entry Allied Health Program Cope PY, Clendon S, Nicholson T J Allied Health 2017, 46(4):91-95

Conclusion: Overall, applicants indicated that they found the MMI process to be fair, simple and non-threatening. The faculty members who interviewed the students also indicated that the process was fairer than the traditional interview, easier for them to manage because they could focus on one specific aspect of the interview process, and gave them the opportunity to meet all of the applicants.

Multiple mini interviews predict clerkship and licensing examination performance Reiter HI, Eva KW, Rosenfeld J, Norman GR Med Educ 2007, 41(4):378-384

Conclusion: The MMI complements pre-admission cognitive measures to predict performance outcomes during clerkship and on the Canadian national licensing examination.

Does practice make perfect? The effect of coaching and retesting on selection tests used for admission to an Australian medical school Griffin, B, Harding DW, Wilson IG, Yeomans ND Med J Aust 2008, 189(5):270-273

Conclusion: Coaching was ineffective in improving MMI scores, with coached candidates actually having a significantly lower score on one of the nine interview tasks (stations). A substantial number of Australian medical school applicants attend coaching before undertaking entry selection tests, but our study shows that coaching does not assist and may even hinder their performance on an MMI.

Reliability and Acceptability of the Multiple Mini-Interview for Selection of Residents in Cardiology Burgos LM, DE Lima AA, Parodi J, Costabel JP, Ganiele MN, Durante E, Arceo MD, Gelpi R J Adv Med Educ Prof 2020, 8(1):25-31

Who already trusts ProspectHR MMI

subscriptions@launchitsolutions.ca (Edward Kopas) — Fri, 04 Dec 2020 15:42:49 GMT

Choose ProspectHR MMI and know that you're in very good company.

At ProspectHR MMI we're proud of the trust we've earned from some of the most prestigious institutions in the world, trust earned through two decades of development, research and testing. Browse through this sampling of clients to see who has trusted ProspectHR MMI to be an integral part of their recruitment and leadership selection process. If you'd like to know more about the work we've done with clients, or the results they have seen, please get in touch. We welcome the opportunity to connect with you.

We've been trusted by:

City of Hamilton

Regional Municipality of Peel

City of Guelph

Dalhousie University College of Pharmacy

University of Toronto School of Pharmacy

University of British Columbia Faculty of Pharmaceutical Sciences

University of Saskatchewan College of Dentistry

Mount Royal University

British Columbia Ambulance Services

The University of Toronto Schools

Virginia Tech Carilion School of Medicine

Virginia-Maryland Regional College of Veterinary Medicine

University of Arizona (Phoenix) College of Medicine

Midwestern University College of Dentistry

Stanford University College of Medicine

Oregon Health and Science University

University of Arizona (Tucson) College of Medicine

Salus University

New York Medical College

Idaho State University

University of Illinois Chicago College of Pharmacy

University of Findlay Physician Assistant’s Program

Albany Medical College

New York University School of Medicine

University of Illinois College of Medicine

University of Houston College of Pharmacy

Emory University Physician Assistant Program

University of California Los Angeles

ProspectHR MMI: The Proven MMI

subscriptions@launchitsolutions.ca (Edward Kopas) — Thu, 08 Oct 2020 21:03:05 GMT

Soft Skills are critical to performance.

Assess soft skills easily with ProspectHR MMI.

Interview for essential and often hidden soft skills with a system that's efficient, flexible and easy to implement and manage. It's simple and straightforward to tap into ProspectHR MMI’s exclusive database of 683 “ready to use” interview scenarios and improve selection outcomes. You'll assess with confidence knowing our system has been proven by independent, world-wide university research. The reward for implementing ProspectHR MMI? You'll begin to tansform your organization’s culture by reducing selection bias, i ncreasing diversity and selecting for soft skills.

ProspectHR MMI is the proven multiple mini interview system and t he ideal solution for efficiently interviewing entry level positions and also assessing for people leadership skills. You'll never have to guess or make up your own interview scenarios (which can lead to bias) again. Our turnkey interview scenarios are written and vetted by a cross-

section of experts. Save time and effort while implementing a best practice soft skills assessment system.

You'll never be alone in implementing the proven MMI because the ProspectHR MMI development and support team is with you every step of the way so you can t ransition to a better way to recruit and interview for soft skills in a simple

and seamless way.

Change the world for the better, one recruit, one profession and one leader at a time.

Importance of Choosing Candidates for their Soft Skills

subscriptions@launchitsolutions.ca (Edward Kopas) — Wed, 07 Oct 2020 21:50:41 GMT

As graduates from universities and colleges enter the workforce, the student and society should expect that the performance rating of the students will vary between individuals. The student needs to know and understand what best suits them when they leave the “learning world” and enter the world of practice. The corporate, government and social sectors also need information on which to base hiring/appointments.

A hiring mistake is costly to both parties both in terms of direct costs and opportunity costs. Hence the importance of choosing the right person from the applicant pool. Marks alone do not provide a sufficiently rich picture of the individuals because academic scores lack assessment of the “soft skills” or non-cognitive skills. Previous work experience and interviews are used to further qualify candidates. Previous work experience as a qualifier usually selects for those who have had work in the specific field and so is limiting. Interviews tend to be unstructured and highly subjective. One key indicator of role fit and can be the prime differentiator between success and failure are the Soft Skills.

The Oxford Dictionary defines soft skills as personal attributes that enable someone to interact effectively and harmoniously with other people. The enabling attributes would certainly include and/or subsume: responsibility; ethical & moral judgement; communication skills, management skills, problem solving skills, self-awareness, teamwork and ability at conflict resolution.

The importance of soft skills is becoming increasingly recognized in the health professions and indeed in many other professions and occupations. Perhaps the most dramatic example of an institution that stresses the importance of the soft skills is the Royal Navy. Her Majesty’s Navy has been in operation over centuries and one has the hardest outcome measures “runs on soft skill” in its management.

Clearly there is a need to assess these skills at some point (or several points) in the academic process and in the workforce. Fortunately, there is a method for doing so. Using the choke point of admissions, professional schools in the health sciences adopted the multiple mini-interview (MMI) to assess non-cognitive skills. The MMI predicts performance of the professional program (e.g. medical) graduates in the soft skills domain on the licensing exams that occur 4-5 years after admissions to medical school. The technique is also commercially available from ProspectHR MMI making it easy to institute the technique in any organization that wishes to consider high quality soft skills as an important selection measure in education and the workforce. Improving the success rate of new hires in general will improve the performance of organizations and reduce the costs associated with the wrong hires.

ProspectHR vMMI: All the benefits of the proven MMI, now available virtually.

subscriptions@launchitsolutions.ca (Edward Kopas) — Mon, 05 Oct 2020 21:16:30 GMT

Virtually interview for soft skills with the proven MMI

Introducing ProspectHR MMI's virtual MMI or vMMI - it delivers all the benefits of ProspectHR MMI, virtually and simply.

Now you can interview for often hidden soft skills online and in a proven, seamless and professional way with our vMMI. And with no travel or time zone limitations you'll have an expanded candidate and talent pool because you'll be eliminating geographic and economic barriers. And when you implement our virtual MMI you'll reduce logistics, administrative stress and costs because there’s no need to book travel, hotels, interview r ooms or catering. When face to face interviews are not possible due to health measures our vMMI ensures you can maintain crucial business continuity.

When you're moving toward online interviewing you want to ensure professionalism which is why the ProspectHR vMMI is your best choice. T here's been i ndependent university research done around the world that underpins our MMI and is also t he foundation of our vMMI. Choose ProspectHR vMMI and know that your online recruitment will be performed at the same professional level as in-person MMIs. This means you can h old online, confidential interviews while maintaining professional standards in a complex, rapidly evolving world.

With our vMMI you can connect any interviewer to any candidate anywhere in the world and have seamless, simple connectivity and flexibility between an unlimited number of interviewers and candidates.

When it's time to transition to online multiple mini interviews move forward with confidence. ProspectHR MMI comes with full support on hand so w hether you’re looking to r ecruit virtually for t he short or long term, our expert team will make it easy and effective.

The story behind ProspectHR MMI

subscriptions@launchitsolutions.ca (Edward Kopas) — Mon, 28 Sep 2020 21:55:04 GMT

The story behind ProspectHR MMI and the Proven MMI.

In 2002, the Michael G. DeGroote School of Medicine at McMaster University began developing the Multiple Mini-Interview (MMI) system, to address two widely recognized problems. First, it had been shown that traditional interview formats or simulations of educational situations do not accurately predict performance in medical school. Secondly, when a licensing or regulatory body reviews the performance of a physician subsequent to patient complaints, the most frequent issues of concern are those of the non-cognitive skills, such as interpersonal skills, professionalism, resilience and ethical/moral judgment. The MMI was thus developed to assess applicants on the basis of their soft skills – communication, team work, critical thinking, ethical decision making, interpersonal relations, professionalism, resilience and empathy.

In 2007, collaborators who saw the potential of the MMI, along with McMaster’s Industry Liaison Office combined their efforts to form a spin-off company to bring the MMI to professional schools and corporations around to world. In 2008, ProspectHR MMI (formerly known as ProFitHR) acquired the MMI license from McMaster University and has since provided licenses to Tier 1 medical, pharmacy, dental, nursing and veterinary schools in Canada, the U.S., Europe, the Middle East, the Far East, Australia, as well as public sector organizations.

The company is located at McMaster’s Innovation Park in Hamilton, Ontario, Canada.

prospect-hr-mmi

Paul Grunthal: The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

City of Rochester Fire Services Interview

City of Rochester, MN Fire Services uses the ProspectHR MMI for Internal Promotional Process Recruitment. A Q+A on their experience.

Glen Norton: The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

The creation of the Multiple Mini Interview (MMI), a Board Member's Perspective

The "How and When" Behind new ProspectHR MMI stations

City of Rochester, MN Fire Services uses MMI with great success.

Municipal World Podcast featuring ProspectHR MMI.

Research Spotlight: SJT not a good replacement for MMI

The Relationship Between a Multiple Mini-Interview and Situational Judgment Test for Admissions.

Putting "Community" into MMI interviewer pools

ProspectHR MMI: Integration of Culture and Language Success Story

Welcome Ponce University and Emirates Health Services of the United Arab Emirates into our client family

vMMI Demonstration Video

Creating an Inclusive Recruitment Process with the Assistance of the Multiple Mini Interview (MMI)

Q+A with Helen Hale Tomasik and Karen Roche as the Fire-Rescue Conference approaches

ProspectHR MMI's Helen Hale Tomasik, co-presenting at Fire Rescue International Conference

Exciting news!

Finding a fit through the Multi-Mini-Interview process

Fire Fighting in Canada: The Podcast

(Video) ProspectHR MMI Evidence and Research

(Video) How the ProspectHR MMI Reduces Bias

(Video) ProspectHR MMI and Soft Skill Assessment

(Video) ProspectHR MMI Customizes to Align with the Organization's Culture.

(Video) How the ProspectHR MMI is better for internal promotion and succession

(Video) How the ProspectHR MMI is cost effective

"Are different station formats assessing different dimensions in multiple mini-interviews? Findings from the Canadian integrated French multiple mini-interviews"

The MMI transitioned to a new virtual landscape in 2020

Why do employers use the Multiple Mini Interview (MMI)?

How does the Multiple Mini Interview (MMI) work?

Introducing a talent acquisition solution - the Multiple Mini Interview (MMI)

Current Talent Management Priorities

The cost of bad hires and leader selections.

PRESS RELEASE: Launch of White Paper "Recruiting the Best: It's Not Who You Interview, It's How"

ProspectHR MMI's White Paper: "It's Not Who You Interview, It's How" was launched this week a press release.

VIDEO: Why did you become involved with ProspectHR MMI?

Video Series Host: Craig Wood, CEO, ProspectHR MMI Topic: Why did you become involved with ProspectHR MMI?

VIDEO: Why I Believe in ProspectHR MMI

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development Topic: Why I Believe in ProspectHR MMI

Assessing Leadership Potential (Companion to Let's Talk Video)

Why is it important to assess for Leadership Potential?

VIDEO: Assessing for Leadership Potential

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development Topic: Assessing for Leadership Potential

VIDEO: Considerations when Interviewing Virtually

Video Series Host: Peter Rakoczy, ProspectHR MMI Board Member Topic: Virtual Interview Considerations

VIDEO: Selecting an Assessment

Video Series Host: Craig Wood, CEO of ProspectHR MMI Topic: Selecting and Assessment

VIDEO: Your First Virtual MMI (vMMI)

Video Series Host: Glen Norton, Co-Founder and Board Chair Topic: Your First Virtual MMI (vMMI)

Employers Are Looking For Leaders With Soft Skills

1. Social Intelligence

2. Creativity

3. Digital Literacy

4. Working And Collaborating Remotely

5. Negotiating

VIDEO: Recruiting for Diversity and Inclusion

"At ProspectHR MMI we know achieving Diversity and Inclusion is a journey."

VIDEO: Let's talk about Virtual Recruiting

Video Series Host: Craig Wood, CEO ProspectHR MMI Topic: Let's Talk About Virtual Interviewing

Published Evidence

Published evidence behind ProspectHR MMI

Who already trusts ProspectHR MMI

Choose ProspectHR MMI and know that you're in very good company.

ProspectHR MMI: The Proven MMI

Soft Skills are critical to performance.

Importance of Choosing Candidates for their Soft Skills

ProspectHR vMMI: All the benefits of the proven MMI, now available virtually.

Virtually interview for soft skills with the proven MMI

The story behind ProspectHR MMI

The story behind ProspectHR MMI and the Proven MMI.

Video Series Host: Craig Wood, CEO, ProspectHR MMI

Topic: Why did you become involved with ProspectHR MMI?

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development

Topic: Why I Believe in ProspectHR MMI

Video Series Host: Helen Hale Tomasik, MSc, CHRL, Director of Business Development

Topic: Assessing for Leadership Potential

Video Series Host: Peter Rakoczy, ProspectHR MMI Board Member
Topic: Virtual Interview Considerations

Video Series Host: Craig Wood, CEO of ProspectHR MMI
Topic: Selecting and Assessment

Video Series Host: Glen Norton, Co-Founder and Board Chair
Topic: Your First Virtual MMI (vMMI)

Video Series Host: Craig Wood, CEO ProspectHR MMI
Topic: Let's Talk About Virtual Interviewing