Every new hire changes an organization. If the new employee is better than half of the existing staff, your organization has just gotten better. If not, unfortunately, your organization just got worse.
Too many organizations repeatedly hire people who are in the bottom 50% of performance the minute they walk in the door.
What can you learn about hiring from Southwest Airlines?
Find out in Hiring for Attitude.
Here are five common myths that impede your ability to hire the best:
1. "The best applicants make the best employees."
The opposite is more often the case. People who interview the best are often people who have been interviewed the most. They've honed their answers over time. They know how to tell you what you want to hear. To change that, develop a system that doesn't focus on the packaging, but on the product inside.
2. "I can tell if somebody is lying."
The truth is, you can't tell. The average person can lie to his mother and not get caught. The key to great hiring is not to catch people lying to you, but to develop a hiring process that positions people to tell you the truth, even when they don't want to.
It's not enough to want an employee who can do his job. You need one who wants to do his job. Join us on Tuesday, January 10, for Hiring for Attitude and find your best fit.
3. "You can't get references anymore."
You can, it's just not easy, and you may have to change the way you get them.
One tool that makes a major difference: A reference verification form, which asks applicants how they think each former employer will rate them in several specific areas, such as dependability and job skills. You'll be amazed how many times references will confirm or contradict things they wouldn't tell you otherwise.
4. "If you make it too hard to get the job, the good applicants will drop out."
The truth is, you should be making it hard to get the job. If you place no value on the job, the applicant won't place any value on it either. Great companies like Microsoft, Southwest, Disney and the Ritz-Carlton make it hard to get a job. People want to work for the best.
5. "I can just tell if someone is going to be good or bad."
If your gut says the applicant will be a bad hire, trust it. But if your gut say it's a good hire, do everything possible to prove yourself wrong.
A University of Chicago report says we make a decision whether we like someone or not in 14 seconds or less. If you like an applicant, there's a good chance you won't ask the hard questions. Interviewers must put their gut feelings aside and dig deep. The questions need to get tougher.
You can teach a new hire how to do his job, but you can't teach him to want to do it. Even the best applicant isn't the best if he doesn't have the right attitude.
In our webinar Hiring for Attitude, Mark Murphy, Chairman and CEO of Leadership IQ, shares secrets from his book Hiring for Attitude: A Revolutionary Approach to Recruiting Star Performers with Both Tremendous Skills and Superb Attitude.
Mark also specifically focuses on Southwest Airlines' hiring process. They offer pilots the chance to try on the airline's trademark brown shorts during the interview process. Those who accept show they share Southwest's culture of fun. Mark will help you identify your company's own "brown shorts" traits.
You'll discover: - Why attitude counts
- The "3-3-3" exercise to determine an applicant's attitude
Characteristics of high AND low performers- 9 sample interview questions—and how to ask them
- Case studies of attitude-based hiring
- 4 warning signs of bad-attitude applicants
- How to interpret the answers you get
- The 5-step Universal Hiring Question
- Steps for effective evaluation
- And much more!
Register for Hiring for Attitude now.
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