Why Trusting Data in Hiring Leads to Better Talent: A VP’s Journey

Hi, I’m Mary Clarizio McGuinness, VP & Partner at MindWire, and I’d like to share a bit about my journey. It’s a story of embracing change, learning to trust workforce analytics, and ultimately finding fulfillment in helping organizations optimize their talent. 

Starting Out: A Career at the Crossroads

Over 35 years ago, fresh out of college with a degree in Mathematics, I found myself interviewing for an actuary position at New York Life Insurance. I remember going through five back-to-back interviews in one day. In the final interview, the hiring manager gave me feedback I wasn’t expecting: “We like your resume and how you’ve interviewed, but we’re not sure you’d be happy sitting behind a computer for the rest of your life analyzing numbers.” Why? As part of my interview process, I took the Predictive Index Behavioral Assessment™, which said I was a Strategist: a driven problem solver who likes change and innovation while controlling the big picture.

And they were right. I couldn’t see myself stuck in front of a screen all day, crunching numbers. I wanted more action, more variety—so I made the leap into sales. That one decision not only shifted the trajectory of my career but also set me on a path where people and numbers could finally intersect.

The Leap from Sales to Consulting

Fast forward about 10 years ago, I was ready for another shift. I was at a point in my life where I wanted something more fulfilling, something I could feel excited about. I found myself browsing LinkedIn, searching for that “next chapter,” when I came across a job posting that caught my eye. 

To be honest, I didn’t even know exactly what the role was—but the way the ad was written spoke to me on a personal level. I saw myself in those words and decided to apply, even though I wasn’t sure what I was getting into. After submitting my application, I was asked to take a behavioral and cognitive assessment, which I completed. Soon enough, I was in an interview with a Predictive Index (PI) partner firm, and it quickly became clear they hadn’t fully reviewed my resume before we sat down, but they trusted I had the wiring to succeed.

Long story short—I got the job. As I started learning about PI, I was reminded of the Behavioral Assessment I had taken when I first interviewed for that actuary position out of college. It was as if everything was coming full circle.

Understanding My Gifts, Passions, and Behavioral Strengths

Predictive Index became more than just a hiring tool for me—it was a guide, helping me understand my own strengths and passions. My PI profile indicated that I could have gone more than one way—into numbers or into more people-focused work—but it was the assessment report that gave me the clarity I needed to pursue my true passion: connecting with people, controlling my outcomes, and maintaining a fast-paced environment. 

While I enjoyed numbers, my PI results confirmed what I knew deep down—I wouldn’t find satisfaction in the routine, detailed work of an actuary. I needed variety, action, and interaction. It was a revelation that validated my instincts and directed my career in a more fulfilling direction.

Helping Others Trust Data Over Instincts

Now, as a PI Certified Partner, I get to help clients experience the same clarity that I did. It’s funny because so many of them are still stuck in the old way of doing things—relying on instincts or a great-looking resume to make hiring decisions. But once they see the data, the entire conversation shifts.

I remember one client who hired someone away from Nike for a sales and marketing role. The resume was impeccable, but the PI data told a different story. I warned the client it wasn’t a good fit, predicting the person would burn out quickly. Sure enough, six weeks later, the client called to tell me I was right. The new hire was drained by 2 PM every day and simply couldn’t keep up with the pace. Despite their best efforts to support her, it wasn’t the right fit, and after a year and a half, they finally parted ways.

It was a hard lesson for the client, but it solidified the need to use PI data more intentionally. That’s the challenge—trusting the data even when it conflicts with your gut.

Data-Driven Decision-Making with Workforce Analytics

At MindWire, I work with organizations to help them leverage PI data and workforce analytics to optimize their talent. Almost every client I work with faces the same hurdle—moving away from instinct-based hiring and embracing data-driven decisions.

The reality is that trusting workforce analytics feels uncomfortable at first. But when clients take that leap, they start seeing better results faster than they ever imagined. Beyond hiring, one strategy we apply is to look at a team’s current employees who are struggling and compare their job models to their behavioral assessments. We can then analyze the data to find where the employee’s natural strengths fit with their job demands and where there are gaps. When leaders see that the data reflects exactly what’s happening on the ground, it builds their confidence in using PI moving forward.

Start Small, Build Trust in the Data

My advice to anyone considering workforce analytics is simple: Start small. Pick one person—whether it’s an applicant, new hire, or a promotion—and use reliable workforce analytics to guide your decision. Once you see the results, you’ll start building trust in data-driven decision-making.

Trust me, I’ve been there. The data is a powerful tool that can help you optimize your talent, avoid costly mistakes, and accelerate performance. You just have to take that first step.