And if you like the content in the video, then check out our webinar next week called Putting the ‘Wow’ in Highly Technical Presentations. It’s designed for anyone who ever gives presentations that use data or charts (like marketers, finance, operations, sales, research, etc.).

Learn more about Putting the ‘Wow’ in Highly Technical Presentations. It’s designed for anyone who ever gives presentations that use data or charts (like marketers, finance, operations, sales, research, etc.).

“46% of the people hired will fail in the first 18 months on the job – 89% of the time, it’s because of attitude”

I was first attracted to the “Hiring for Attitude” since my experience is people with good attitude seem way more engaged and are also more fun to work with. I often see the role of leadership as managing attitude. I always figure “People are going to have an attitude – may as well help it be a good one”.

What I was worried about in a book on hiring for attitude was missing the skill, background or talent. Good attitude is great but it is clearly only one part of the puzzle.

The book has a number of interview questions suggested to figure out who has good attitude (I also learned that some of my favorite questions were bad ones like “what is the last book you read” and “what are your strengths and weaknesses” – Murphy believes these are asked too often so everyone has a rehearsed answer. Good questions are those that separate the good attitude from the bad attitude). It also explains how to build good interview questions.

Murphy is a big believer in textual analysis. Analyzing words to figure out if someone is telling the truth and to figure out their attitude. EG – high performers use past tense verbs when explaining a past situation because they are recalling a real situation. EG – People with nothing to say often hide behind fluffy adverbs.

Good attitude usually comes down to taking responsibility. I know in life, people tend to be more successful if they accept responsibility and it is not “the world did it to me”.

Good book for anyone who is involved in hiring. See the original review….

LeadershipIQ, a Washington, D.C.-based consulting firm, identified four distinct workplace cultures, defined as the way an organization functions internally, in everything from communication to decision-making to how it handles promotions: “Hierarchical” companies are built on tradition and rely on clearly defined roles; “dependable” companies are process-oriented, where change happens slowly; “enterprising” companies are creative, competitive and meritocratic; “social” companies emphasize collaboration, trust and relationships.

Turns out, employees engage differently in different workplace cultures, too.

LeadershipIQ had expected to find that employees would be most excited about being in a social environment where everyone gets along, says Mark Murphy, the firm’s chief executive. Not so.

Click Here to Read the Full Article

Courtesy of The American Entrepreneur  © 2011

Click Here to Listen to the Segment

]]> http://www.leadershipiq.com/are-you-hiring-the-right-attitudes-to-meet-your-companys-goals/feed/ 0 http://www.leadershipiq.com/8-mind-games-that-recruiters-play-during-interviews/ http://www.leadershipiq.com/8-mind-games-that-recruiters-play-during-interviews/#comments Tue, 07 Feb 2012 14:20:44 +0000 LeadershipIQ http://leadershipiq.com/?p=6328 Read More »]]> Interviewers use a lot of strategies to choose the right candidate. They’ll ask certain questions and even play mind tricks that’ll make you reveal exactly what kind of worker you are. Through surveys conducted by Leadership IQ, a leadership and training provider, Mark Murphy divulged tricks for recruiters to use during interviews in his book Hiring for Attitude. We’ve taken Murphy’s most useful tips for recruiters and compiled them for the interviewee.

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In this interview, Mark talks about why so many new hires fail so quickly, why soft skills are so important now, how the hiring landscape is changing, and more.

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This article introduces four types of bad interview questions. There are a lot more than that, but I selected these four categories because they represent the kinds of poorly formed interview questions that my firm,Leadership IQ, surveys and studies have found to be the most commonly used across a broad spectrum of industries. If you (or your organization) currently use any of these types of questions, it’s important to understand why they are so bad and to stop using them immediately.

Stop Me If You’ve Heard These Before

Leadership IQ’s numerous studies and interviews with hiring managers have revealed that the following three questions are the ones most interviewers use. Frighteningly, these bad questions are the ones a lot of interviewers rely upon when making their final hiring decisions:

• Tell me about yourself.
• What are your strengths?
• What are your weaknesses?

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When new hires fail, and 46% of them will, 89% of the time it’s because of attitude and only 11% of the time because of skill.  It’s not that skills aren’t important, but when the top predictor of a new hire’s success or failure is dependent on attitude, then attitude is clearly what we need to be hiring for.  And that requires defining the specific attitudes (both good and bad) that make a specific organization different from all the rest, and then turning the hiring and interview process focus onto those attitudes.  – Mark Murphy, Author of Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude

In Hiring for Attitude, leadership strategist Mark Murphy presents convincing reasons and case studies on why your new hires fail to rise to your expectations. If you need people to fit to your company culture you must make the selection process smart enough to attract the right talent – there’s a five part interview question that gets candidates to reveal the truth and not just go about the beaten path of rehearsed interview answers. Read More…

Mark Murphy recognizes that almost half of new hires fail in their job during their first eighteen months in the position. That is only part of the story, as the author points out that almost all of the failed employees don’t succeed because of attitudinal issues. That startling finding, based on the leading edge research conducted by Leadership IQ, underlines the weaknesses of traditional hiring practices and techniques. Mark Murphy demonstrates that hiring staff based on skills, rather than a positive attitude and strong interpersonal skills, leads to workplace tension, lower overall morale, and lower productivity. To counter these attitudinal based problems, the author provides the strategies, tools, and techniques for hiring employees with the right attitude for the company culture from the very beginning. Read More…

The following book excerpt is from Hiring For Attitude by Mark Murphy.

If your organization is going to excel, it needs the right people. But virtually every one of the standard approaches to selecting those right people is dead wrong. And here’s why: whenever managers talk about hiring the right people, they usually mean “highly skilled people.” For lots of executives, the war for talent is a war for the most technically competent people. But that’s really the wrong war to be fighting.

Most new hires do not fail on the job due to a lack of skill. My company, Leadership IQ, tracked 20,000 new hires over a three-year period. Within their first 18 months, 46 per cent of them failed (got fired, received poor performance reviews, or were written up). And as bad as that sounds, it’s pretty consistent with other studies over the years and thus not too shocking. Read More…