It’s no secret that many college students don’t graduate with the critical thinking skills we assume. A 2011 analysis found that 45% of those studied over four years made no significant improvement in their critical thinking, reasoning or writing skills during the first two years of college. After four years, 36 percent had still shown no significant gains. If you want a fright, read Academically Adrift, the book based on this study.
For employers, however, the larger question is what to do about it. After all, these same “graduates” apply to work for you. It’s not like one can offer corporate training on critical thinking. These skills develop over time with practice and perseverance, not in a classroom. We, as employers however, cannot simply wait for these young professionals to mature in their decision making skills. Time is money. So what do you do with the new college hire when it becomes apparent that the book smarts are there, but the critical thinking is not? Begin with these three practices:
Set the stage during orientation. It’s been my experience that most people can rise to meet expectations, especially when their livelihood depends upon it. Inform newcomers that they are expected to think for themselves and take initiative. You may cause some initial discomfort, but as the saying goes “adversity creates opportunity.” Let them know that you’re there to serve as a resource not to tell them exactly what to do. There’s no time for that. If you think it’s necessary, teach them the basics of everyday problem solving. My book, Figure It Out, is a good resource for this. (Hint: Those who appear offended by these instructions are probably the ones who need it the most.)
Model your expectations. If you’re a good decision maker, chances are you solve problems without considering the individual steps many times. Look for appropriate decisions that you can share with those you supervise, so they can see how you go about working through the process. You can showcase these in a team meeting. You can explain your approach to an individual. You might pose a problem you’re working on and ask how they would solve it. (This is a great way to discover how they approach decisions as well.)
Compel them to think. Problem solving when you lack familiar surroundings and knowledge can feel like walking a tight rope. You know that it’s not that complicated, but your fear of failure gets in the way. The only way to get past these emotional barriers is to begin. While this is easier said than done, enabling young graduates by providing every answer and instruction makes things worse. Let them stew, wonder, and worry. When they’ve done enough of this, their self-initiative will kick in. Then compliment them on their decision making.
Finally, hire right in the first place. I tell applicants, “I don’t care what you know. I want to know how you think.” No amount of book knowledge can compensate for a lack of skill and confidence in making good decisions. If you take time at the beginning, you will be rewarded with young professionals who will act on their own in every daily decision.