Tag Archives: attitude

How to Hire for Attitude: 5 Steps

What do companies like Southwest Airlines, Ritz-Carlton and Zappos have in common? They hire for attitude and train for skill.

It’s a simple mantra but one that has a profound impact on how to successfully recruit and select new employees.

Prioritizing Soft Skills

During their hiring process, these companies weigh “attitudinal” characteristics very heavily.

These are personal attributes that it’s difficult to train employees on — such as being a people-person, having an upbeat personality or possessing a keen ability to learn.

While these firms won’t ignore technical skills (Southwest doesn’t put unqualified pilots in the cockpit, no matter how bright and cheery they are) they nonetheless look very carefully at these soft skills — far more than most employers do.

These companies gain a lot from this hiring strategy. By focusing on attitudinal characteristics that align with their company brand, these companies reinforce their distinctive company culture with each new hire.

And because they’re hiring people whose values align with that culture, the result is a workforce that’s happier, more engaged and less likely to turn over.

But the benefits of this hiring process don’t stop there. When a workforce embodies the company brand (think how Southwest employees exude “fun”), it differentiates the customer experience where it counts most — in consumers’ one-on-one interactions with your staff.

If you have any doubt about the power of that dynamic, just consider how Southwest, Ritz-Carlton and Zappos have dominated their respective markets.

Five Steps to Hiring for Attitude

So how should you go about hiring for attitude, seeding your workforce with true brand ambassadors? You could run your applicants through personality tests and behavioral assessments — but that can be pricey, time-consuming and onerous for the candidates.

Fortunately, there are other approaches you can employ to put this strategy in practice. Here are five simple, low-cost ways to hire for attitude:

1. Be clear about expectations.

Take advantage of candidate self-selection by clearly broadcasting what qualities you look for when bringing on staff.

For example, if you tell the world that you’re in the market for extroverts – fewer introverts will apply (and that’s a good outcome for you and them).

By defining what personal qualities you’re searching for up-front, you make it more likely that candidates with those attributes will throw their hats into the ring.

2. Be aggressive.

Don’t just wait for people with the right attitude to apply for a job – spot them in the marketplace and make your pitch!

When you see someone who clearly embodies the qualities you want on your team, give her your card and invite her to apply for employment.

As any great recruiter knows, that extremely attentive waiter, remarkably patient sales associate or well-spoken repairman could be your next great hire.

3. Focus on the person behind the paper.

Gauging attitude from a resume requires insight and vision. Consider how the personal qualities you seek would manifest themselves in a candidate’s resume and background.

For example, individuals who are adept at overcoming adversity may have demonstrated that spirit in how they responded to a layoff. People-oriented extroverts may belong to a variety of business associations and community groups. Skilled communicators will likely design and organize their resume content in exceptional ways.

In addition, your interview questions can also reveal attitudinal characteristics. Looking for someone with customer service in his DNA? Ask about the most over-the-top service he ever delivered (the best service people never forget such stories).

Looking for someone with a sense of humor? Ask about the time she laughed the hardest.

Whatever attitude you seek to hire, the key is to look beyond the words on the resume and search for more subtle clues about a candidate’s character.

4. Observe applicants when they think no one is watching.

Want to see a candidate’s true colors? Then see how he behaves when he thinks no one is watching.

How did the applicant treat your receptionist? Did he strike up a conversation with other applicants in the waiting room? Did he eat alone in the cafeteria or introduce himself to a table of strangers?

What the candidate says and does outside of the hiring manager’s view can give you a glimpse into her true personality (which may differ from how she presents in an interview). Use these clues to help judge if the applicant will really be a good fit in the culture you’re cultivating.

5. Enlist today’s stars to spot tomorrow’s standouts.

Toward the end of the hiring process, see if it’s possible to have your job finalists spend some time shadowing existing employees.

This serves two objectives. First, candidates get an unfiltered look at the job they’d be performing, so there’s less chance of unpleasant surprises and post-hire buyers’ remorse.

Second, by pairing these finalists with the best employees (the ones who embody the desired attitude), your existing staff can help identify those applicants who have the right stuff.

Hiring for attitude is about building a distinctive workplace culture and company brand that, unlike skill sets, can’t easily be copied in the market. It’s what gives Southwest Airlines, Ritz-Carlton and Zappos their unique character — and competitive advantage.

Follow the lead of these legendary firms as you look to recruit great candidates. Don’t just hire for skill; hire for attitude. It makes all the difference.

This article originally appeared on monster.com.

Healthy Disrespect for the Impossible

When people are extraordinarily successful, examining their characteristics, values and attitudes can be instructive. The rest of us can learn from them and possibly adopt some of them to advance our own goals. Larry Page, co-founder of Google is an example of one who has achieved exceptional heights. Peering into his thought process can be enlightening.

Page says, “Have a healthy disrespect for the impossible.”

To conceive and develop the Google concept and then the massive company, its young founders had to have a very healthy disrespect for the impossible. Others besmirched the idea of collecting all the information in the world and then making it available to everyone in the world. Not only was it a bold idea, it was thought by most to be ridiculous and impossible. But Larry Page and Sergey Brin had a very healthy disrespect for the impossible. They made it happen.

The concept of disrespecting the impossible could be entertained by those of us in the workers’ compensation industry. True, few of us are likely to reach the pinnacle level of Larry and Sergey, but we can borrow some of their bold thinking to get past the assumptions and barriers that keep us from achieving more.

Everyone agrees workers’ compensation as an industry needs a healthy nudge to try new things. The industry is known for its resistance to change. Maybe the way to change the industry, to be an industry disruptor, is to begin with an attitude of disrespecting the impossible.

Many people, including those in the workers’ compensation industry, focus on why something cannot be done. Reasons for this notion are many, but probably cultural tradition plays a role. Inventiveness is not expected or appreciated. Too often, the best way to keep a job in corporations is to keep your head down and avoid being noticed. Spearheading a new ideas is risky.

Stonewalling new ideas or doing things differently or adopting new technology in an organization thwarts creative thought and certainly diverts progress. I was once told that to incorporate a very good product would mean doing things differently in the organization. So the answer was automatically no!

We all know the old saying about the word “ass-u-me.” It actually packs some truth. To avoid the trap, check assumptions for veracity. Incorrect assumptions can be highly self-limiting.

Begin the process of problem-solving with new thinking — disrespect the impossible. What could be done if the perceived barriers did not exist? What could be accomplished if new methods were implemented.

Probably the most important ingredient for achievement in any context is tenacity. It’s easy to quit when the barriers seem daunting. Tenacity combined with a disrespect for the impossible might be unbeatable.