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Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude by [Murphy, Mark]
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Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude Kindle Edition

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Length: 241 pages Word Wise: Enabled Enhanced Typesetting: Enabled
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Editorial Reviews

From the Back Cover

“Success in business starts with finding great talent that will thrive within your company culture. Hiring for Attitude combines valuable insights with relatable examples, giving you the tools to recruit the right talent for your organization and reduce your risk of mishires.”
―BRENT RASMUSSEN, President of CareerBuilder North America

“Caesars brings our brands to life through the attitude of our team members. In Hiring for Attitude, Mark Murphy combines the science of selecting for attitude with the wisdom of how to apply it to your business. The tools in this book are clever and unique and will immediately enhance your culture. Attitude is the new front in the war for talent, and this book positions you to win.”
―TERRY BYRNES, Vice President of Total Service, Caesars Entertainment

“In the global high-tech world, attitude is critical. But how do you discover whether someone is both technically brilliant and a perfect fit with your culture? Moving way beyond standard hiring approaches, Hiring for Attitude has deepened our talent pool, shown us how to discover untapped talent, reduced the risk of hiring the wrong person, and cut turnover substantially.”
―MITCH LITTLE, Vice President of Worldwide Sales and Applications, Microchip

“Who’s getting hired this year? People with great attitudes who can fit a particular culture. But traditional hiring approaches don’t help you discover who is (and isn’t) the perfect fit. Hiring for Attitude will reveal exactly what attitudes you need to succeed. Whether you’re hiring from outside, or choosing the right internal people for a new project, this book gives you unparalleled insight into people’s attitudes.”
―SAM HOLTZMAN, President and CEO, LifeGift

About the Book:

About the Author

Mark Murphy is the author of the bestsellers Hundred Percenters and HARD Goals. The founder and CEO of Leadership IQ, a top-rated provider of cutting-edge research and leadership training, Mark has personally provided guidance to more than 100,000 leaders from virtually every industry and half the Fortune 500. His public leadership seminars, custom corporate training, and online training programs have yielded remarkable results for companies including Microsoft, IBM, GE, MasterCard, Merck, AstraZeneca, MD Anderson Cancer Center, and Johns Hopkins.


Product Details

  • File Size: 3808 KB
  • Print Length: 241 pages
  • Simultaneous Device Usage: Up to 4 simultaneous devices, per publisher limits
  • Publisher: McGraw-Hill Education; 1 edition (December 2, 2011)
  • Publication Date: December 2, 2011
  • Sold by: Amazon Digital Services LLC
  • Language: English
  • ASIN: B005NASJRS
  • Text-to-Speech: Enabled
  • X-Ray:
  • Word Wise: Enabled
  • Lending: Not Enabled
  • Enhanced Typesetting: Enabled
  • Amazon Best Sellers Rank: #124,215 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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Customer Reviews

Top Customer Reviews

By John Gibbs 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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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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Format: Hardcover Verified Purchase
We purchased several copies of this book for use in a work-based book study group. We broke it down by chapters and discussed 1 chapter a week for 7 weeks, with a different manager giving a synopsis & leading the discussion each week in our Management Team meetings.

I personally found it to be a quick & entertaining read on what can be a dull but extremely important topic: hiring the BEST people, not just the most qualified people. Mark Murphy's research shows that failure due to poor skills is often the least important reason why folks fail out at work. In his opinion (and mine as well) Attitude is Everything. Talented Terrors often rule the roost to the detriment of those around them, and Bless Their Hearts really try but just succeed in creating more work for those with better skills.

The lessons are fairly easy to follow and we systematically created our own set of Brown Shorts characteristics (total of 4 critical traits), crafted questions for those characteristics (at least 2 questions per characteristic)and are in the process of implementing them as we push off on a hiring spree. I was the first in the group to use them when screening for a new member of my team (to replace someone who CLEARLY did not have the Brown Shorts attitude we were needing!). We did NOT use them when screening/hiring the outgoing person, and wish we knew then what we know now! The first candidates to whom we posed our questions were somewhat taken aback ("Wow...these are really interesting questions" and "Hmmmm - I have never been asked that before" were comments from some very seasoned candidates) and it was actually fun to listen to their answers. Very enlightening, to say the least.
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