It's All About Attitude: Hire People Whose Attitude Stands Out

By Marcus Miller

Top performing companies are absolutely committed to a structured hiring process. By continually evaluating their hiring process and tweaking it for improvements, these organizations consistently hire the talent they need to win. Hiring mistakes are costly, but learning and changing to improve the process distinguishes leading companies.

Hiring the right person is more than just filling a position with the right skill set, rather it is about acquiring the right people that will make a difference for your organization. Every employee at your company adds value, but the goal should be to look for people who will multiply their value. Most organizations hire based on the position’s technical requirements, and they hope that technical people will automatically bring with them the right attitude and traits for building the organization. The ideal hiring process starts with evaluating whether the candidate has the attitude and passion that is connected to your corporate culture, team environment and values.

Managers who take control of the hiring process get the outcomes they want. They know the attitudes they are looking for, and they don’t compromise. A clear sign of an improperly aligned hiring process is when a hiring manager asks for a pool of resumes and says, “I will know it when I see it.” This is an example of not determining up front the right skills and attitudes required for today and in the future. By starting with the resumes to determine the skills, the manager has abdicated the opportunity of making hiring a strategic priority.

The right attitude in your employees is a major factor in differentiating your company. The best people not only bring the skills, but they also bring the right attitude. Your employees are the ambassadors of your business. They speak and interact with your customers, suppliers and internally to their fellow employees. With your employees you are building your culture of tomorrow, and your employees have to share your values and vision. Jim Collins, author of Good to Great, says the first step in building a great company is to get the right people on the bus. The biggest difference between a good company and a great one is in the quality of its talent.

Recruiting is not a clandestine process of secret meetings and hyped information. A recruiting process should reflect the spirit of your organization with an up front and visible approach. An Employer Value Statement contains a memorable message that all interviewers and hiring managers present to prospective candidates. This process turns candidates into ambassadors for your company – it explains why you have a great place to work and your culture and spirit.

For best results the interviewing process should reflect a comfortable and professional style. Let the conversation flow both ways, and always look for opportunities to discover more about your candidate. You’ll get more this way than a process of closed questions or an interrogating grilling style.

Interview questions in combination with behavioral testing are powerful methods for understanding the real person. A prepared interviewer doesn’t leave questioning to chance or operate on an ad hoc basis, but takes the time to draft questions that are designed to screen for specific attitudes. Questions can reveal the candidate’s ability to blend with the teams and whether they possess a positive optimistic outlook you require. Situational questions reveal a candidate’s experiences into how specific related situations were handled. Go beyond the first response you may get from a situational question and use it as an opportunity to dig deeper. Ask for direct examples, and follow the answer with questions such as “what else” or “why.”

Multiple interviews bring multiple perspectives. Companies that operate with multiple interviewers, get a range of viewpoints and a solid position of knowing whether to proceed. At the same time consensus between the interviewers is expected.

Memorable interviews have a unique payback. Everyone you meet could potentially be a future customer or have influence over one of your customers. Not everyone will ‘fit’ your current hiring need, but everyone potentially can impact your customers and their buying behaviors. Do your interviewees walk away telling a great story about your company? It is your responsibility, as well as all hiring managers and recruiters, to articulate the values of your company to each candidate. Be open and honest with the candidate, and be sure to communicate your decision to hire or not to hire the person. Every person you meet is a relationship, and candidates must be treated with the same courtesy you would give to any employee or customer.

The process of building a great company involves knowing your corporate values and core purpose since these formulate the basis for your hiring decisions. The next step in hiring is to determine the skills and abilities you want in the new employee as well as the personality, passion and traits that will establish or enhance your culture from within. Top companies develop their competitive edge by the talented people that work for them, and their ability to consistently hire the people with the same attitude.

Marcus Miller (Marcus.Miller@LEAPJob.com) is the President of LEAPJob (www.LEAPJob.com), a Human Resources Consulting firm focused on improving its clients' capabilities to attract, hire and retain great people. You can reach Marcus at 905.281.3090, Ext. 21.