Hire for Attitude, Train for Skill
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Carrie Goff, Franchisee Owner and Talent CEO for Patrice and Associates, and Greg Haudek, Senior Analyst for People Sciences at PeopleMatter, explain how pre-employment assessments can help you find best-fit candidates ... and why passion and spirit should supersede an applicant's resume.
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Hire for Attitude, Train for Skill
- 1. HIRE FOR ATTITUDE, TRAIN FOR SKILL Why Passion and Spirit Should Supersede a Resume
- 3. Hiring For Attitude • Determining what the right Characteristics are for your specific Brand • Evaluating current interview questions and techniques • Creating interview questions that screen for these characteristics The right formula
- 7. Determining Fit for your brand Before you can even start the process of Hiring for Attitude, you need to determine what Attitude you want in your brand. • Top 3 Employees • Bottom 3 Employees • Come up with characteristics that make them the Top or Bottom
- 8. Determining Fit for your brand Top 3: • Runs their business like an owner - takes pride in ownership • Communicates collaboratively with staff members • Ensures guests service standards are exceeded in every situation • Knows how to prioritize multiple priorities and respond and react accordingly to balance the needs of the business as well as the needs of team members Bottom 3: • Constantly blames others or makes excuses for their lack of performance and execution • Receives multiple guest complaints and is unable to resolve issues • Consistently has high turnover and a revolving door with staff members • Has poor financial performance on a consist basis
- 10. Learning what to ask… • The 3 most common questions and why they shouldn’t be asked • The Behavioral questions and how to frame them • The Hypothetical questions
- 11. Learning what to ask… 1. Tell me about yourself…. 2. What are your strengths…. 3. What are your weaknesses…. What’s wrong with these questions – I ask these all the time….. The 3 most common questions
- 12. Learning what to ask… 1. Tell me when you had to adapt to a difficult situation. What did you do do? 2. Tell me about a time when you had to balance competing priorities and did so successfully. 3. Tell me about a conflict with a coworker and how you resolved it. How to frame behavioral questions
- 13. Learning what to ask… All Behavioral questions should start with an action word and not lead to what the outcome was. Tell me about a time you had to handle a challenging guest experience? (Eliminating the “tell me what you did”) “Could you…..” How to frame behavioral questions
- 14. Learning what to ask… What would you do if….. It’s easy to take a 50 foot view and be able to answer the question from the outside looking down – much harder to do when you are actually faced with the situation. The Hypothetical Question
- 15. Creating your Interview Questions Step 1: Pick one of the top characteristics that you identified in the Top 3 exercise Step 2: Identify a situation to elicit the characteristics Step 3: Begin the questions by asking. “Could you tell me about a time….” Step 4: Pause to leave the question hanging
- 16. Why worry about fit? Because it’s ALL about fit! Company Fit Skills Fit Job Fit
- 17. Why worry about fit?
- 18. Why worry about fit? Yet, only 38% of employers are using Personality or Skills assessments in the pre-screening process Source: The PeopleMatter Institute
- 19. What are we left to do?
- 20. What to do instead • Behavioral interview questions to focus on behaviors, experiences, attitudes • Personality and Skills assessments to measure tendencies, capabilities, preferences
- 21. Why assessments work …their attitudes and skillsYour business…
- 22. Why trust them? PeopleMatter Assessments Rigorous Development Reliable, Valid Assessments Continuous Data Analysis
- 23. Summary: Hire for Attitude! • Determine the attitudes that match your brand • Attitude can’t be trained, so find applicants who fit your brand! • Use behavioral questions to get at someone’s attitude and approach to work • Use PeopleMatter Assessments to measure tendencies, personality, attitudes
Editor's Notes
- Once explained, have them write their top 3/bottom 3 and think about the characteristics that make them such. This is an exercise that you should do with your top leaders
- Will discuss what is wrong with these questions.
- Will discuss how these are leading questions and lead the candidate to answer ones that have a positive outcome. These are leading questions.
- Starting with “Could you…..(Elicits a physiological response that puts the interviewer in charge and breaks down barriers) Use this instead of Tell me about.
- Hypothetical questions are a waste of time – they are not indicative of the action someone would take when faced with the situation.
- Use to transition to how to measure fit
- Consequences of a lack of fit
- Use statistics to discuss what is being done
- Without assessing fit, we are left to guess or read minds, or try to predict the future on our own
- Demonstrate the options for measuring fit: --Interviewing as Carrie discussed --PeopleMatter assessments
- Interviews and assessments work (that is, they help us find people with the attitude/skills to do the job) when the content is job-related. Match between job requirements and applicant background, experience, attitude/skills.
- Why trust PM assessments? --Rigorous development --Reliable, valid --Continuous data analysis
- Summary of points from both