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Hiring for Attitude Paperback – 2012

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Product Details

  • Paperback
  • Publisher: MCGRA (2012)
  • Language: English
  • ASIN: B00745ES7U
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (43 customer reviews)
  • Amazon Best Sellers Rank: #5,754,144 in Books (See Top 100 in Books)

More About the Author

An expert in aligning goals and people to create thriving organizations, Mark leads one of the world's largest studies on leadership and employee engagement.

Mark's award-winning work has been featured numerous times in publications including The Wall St. Journal, Fortune, Forbes, Bloomberg BusinessWeek and the Washington Post. His media appearances include CBS News Sunday Morning, ABC's 20/20, Fox Business News and NPR. Mark has lectured at Harvard Business School, Yale University, University of Rochester and University of Florida.

Mark is the author of five books including the McGraw-Hill international bestsellers, Hundred Percenters: Challenge Your People to Give It Their All and They'll Give You Even More and Hard Goals. Mark's most recent book, Hiring for Attitude, reflects the team's latest research and insight into how hiring decisions can align with engagement goals and culture characteristics.

Leadership IQ's turnaround, culture change, and performance enhancement through employee engagement work has been recognized in a diverse set of industries including healthcare, financial services, energy, manufacturing, logistics, and hospitality. From his roots as a turnaround specialist, Mark created Leadership IQ to address problems in performance before they hit the bottom line.

Customer Reviews

4.5 out of 5 stars
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Most Helpful Customer Reviews

22 of 23 people found the following review helpful By John Gibbs TOP 1000 REVIEWER on November 24, 2011
Format: Kindle Edition Verified Purchase
Virtually every one of the standard approaches to selecting the right people for an organization to excel is dead wrong, according to Mark Murphy in this book. Most executives try to hire the most technically competent people, whereas the vast majority of the roughly half of all new hires who fail within 18 months fail for reasons of attitude, not for lack of skill.

The book goes on to provide a range of useful advice on hiring people. An important first step is identifying the unique factors of your organization's culture that determine whether or not a prospective employee is a good cultural fit, and what attitudes a prospective employee needs to possess in order to succeed within that culture. Most people find it very difficult to define such cultural issues, but the author provides a relatively simple way to do so.

Other advice given in the book includes:

* Why standard interview questions do not assess attitude
* How to create interview questions that will reveal whether someone's attitude is right for you
* How to create a set of answer guidelines allowing you to grade a candidate's attitude
* Why most job advertisements are poorly worded, and how you can do better
* The most effective ways of recruiting people who will perform well within the context of your organizational culture

Most people who have experience in recruiting new staff find the process a bit of a lottery; it seems impossible to tell in advance whether a candidate is going to turn into a high performer, and hiring decisions are often based on gut feelings that turn out to be sadly misplaced.
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23 of 26 people found the following review helpful By Steve Amoia on November 22, 2011
Format: Hardcover
"You'll notice that a lack of skills or technical competence only accounted for 11 percent of new-hire failures. When a new hire was wrong for a company it was due to attitude, not lack of skills... Our study showed that somebody was a bad hire for attitudinal reasons 89 percent of the time." Mark Murphy, page xii.

The author's introductory quote and supporting research may surprise you; however, the candidate trait of "attitude" has rarely been emphasized by hiring authorities or career experts. Until now. This book will show you a much-needed contrarian perspective. You will learn how to make better decisions for yourself, clients or organizations regardless if you are a job candidate or hiring authority. The "soft" skill of attitude has rarely been the focus of hiring decisions over the more "hard" skills such as educational pedigree, actual job experience and technical proficiency. Mr. Murphy paves an important road in this discussion. Especially as the world has become more flat, and job candidates, and those who recruit or hire them, need something extra to flourish in a global economy.

Organized Format with Common-Sense Advice

There is a helpful introduction, seven chapters, a brief conclusion along with a detailed index. This is a relatively short book (209 pages) which keeps you focused on its excellent content. The author's writing style is informative and entertaining. Most of all, he describes common-sense scenarios and provides real-life examples. From an amusing hiring strategy at Southwest Airlines (the Brown Shorts which serve as reference point throughout the book), to a more serious one at LifeGift (a company that recovers organs and tissue for those who need transplants), which demonstrates a proper balance.
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14 of 15 people found the following review helpful By Robert Morris HALL OF FAMETOP 500 REVIEWERVINE VOICE on January 5, 2012
Format: Hardcover
Long ago, I became convinced that most human limits are self-imposed. This is what Henry Ford had in mind when observing, "Whether you think you can or think you can't, you're probably right." In this volume, Mark Murphy is convinced that attitude usually determines how much a person can increase her or his "altitude" (i.e. how high one can ascend to higher levels of personal growth, professional development, performance improvement). As he explains in the Introduction to this book, "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 the first 18 months, 46 percent 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."

He goes on to point out, "What is shocking, though, is why those people failed. We categorized and distilled the top five reasons why new hires failed and found these results [i.e. deficiency]:

1. Coachability (26%)
2. Emotional Intelligence (23%)
3. Motivation (17%)
4. Temperament (15%)
5. Technical Competence (11%)"

Murphy wrote this book primarily to help those who read it "to select the high performers that will fit with and excel in [the reader's] unique culture." He does expect his readers to replace "the traditional, and generally failed approaches to hiring" with what he recommends. That will require them to make various changes ("both mental and physical") as they work their way through the narrative.
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