TRUTH IN INTERVIEW - Part II

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By Carol Quinn

From PART I: Somewhere, we learned that if we hire an applicant with the skills we need, the results will be an employee who will do a great job. WRONG! Skills simply means the applicant can do the job, it does not mean they will do the job better than anyone else. Making hiring decisions based on skills leaves job performance a mystery until after the hire. Interview-savvy applicants have made it tougher for interviewers to accurately assess motivation, often causing the misjudgment to favor applicants who are NOT High Performers.

Help is available to assist interviewers in accurately identifying High Performers. Locus of Control, a 50-year old self-efficacy behavioral psychology has been incorporated into the interview process to improve employee selection. It reveals achievement attitudes and behaviors common to ALL High Performers. High Performers seem to find a way to produce consistent results, rather than consistent excuses, regardless of skill. Locus of Control provides specific insight which can be used to distinguish between true High Performers and those portraying them.

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Let’s take a closer look at Locus of Control. By definition, it is the perception of control each individual has to effect the outcome of events in his own life. What one person believes is impossible, another believes is attainable. At its most basic level, it is the difference between “I Can” and “I Can’t” thinking. The saying “Whether you think you can or you can’t, you’re right” shows that your perception directs your actions or lack there of. Believing failure is imminent greatly reduces effort expended. Many fail simply because they never try. If someone believes they have little or no control over an outcome, then the outcome is determined by external influences, be it by their boss, luck, or fate. They believe their actions “can’t” alter the outcome. On the other hand, those who believe that their own actions can make a difference are more optimistic, take action, and have more determination. None of which should be confused with skills. Quitters don’t win and winners don’t quit but they can both have skills. It is an attitude of “I believe can” and “I’m not going to give up until I get the results I want” that gains the most results. Research has found that ALL High Performers have the “I Can” attitude in common.

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INTERVIEWING TIPS:

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Everyone…Yes, I mean EVERYONE…thinks both “I Can” and “I Can’t” thoughts however, one is done more often. The trick is not listening for just one or the other but rather determining which is predominant. To do this you must consistently phrased your interview questions to include an obstacle. This can easily be done with your skill assessment questions. From there, look and listen for the following:

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• PERCEIVED CONTROL: Look for actions taken towards goal, even if they haven’t succeed yet. Look for “I Can” optimism, persistence and ownership; BEWARE of “Good Intentions”

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• PERCEIVED LACK OF CONTROL: Listen for excuses, blaming or “I Can’t” as reasons for lack of action or accomplishments. Determine if applicant sheds responsibility of personal situations. Listen for justifying actions or non-action as only option. Determine if actions were prompted by an external source.

_{* Whenever any obstacle blocks the path, determine whether the applicant tried to climb over it, go through it, work around it, OR was defeated by it and explains ‘who dunnit’.}

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Interviewers want to hire the best. Unfortunately, interviewing experience alone does not teach an interviewer all the skills they need to select the best. Training is necessary. Often final hiring decisions are made by those who are competent in their area of expertise but who lack training in hiring. For best results, training must start at the top and include everyone involved in employee selection. Learning behavioral interviewing, as well as the legal “do’s” and “don’ts” is a start, but it is not good enough for selecting the top job performers. Even the least motivated applicant can come up with a time when they were motivated. Locus of Control distinguishes between spurts and sustained motivation. It reveals who needs a push and who takes action on their own. An acceptable skill level is essential for any job, however, hiring based on skills alone leaves a lot of mystery to unfold after the fact. Incorporating Locus of Control into the interview process is a way to help interviewers more accurately distinguish the High Performers from the Impostors. Whether Human Resources or Management, by NOT phrasing your interview questions to reveal this candidate information you are missing powerful information useful for improving your hiring results. After incorporating Locus of Control, you will find that some candidates you would have hired in the past you will not hire now. There will also be some you would have passed on that you will now strongly consider because they have the attitude to achieve, not just the skill.

To learn How to Write Great Interview Questions, click here for a free tutorial. In addition to the tutorial, you can learn more about Motivation-Based Interviewing (or “MBI”) . MBI incorporates assessing a candidate’s Locus of Control. If you are not familiar with MBI, perhaps you should be. When you finish the tutorial, check under the “Our Products” tab, you will find a new book titled Motivation-Based Interviewing - A Revolutionary Approach to Hiring The Best! It’s presently available as an e-book only, for $15. You can download and begin reading it today. And, if you’re not already receiving The Hire/Higher Attitude Newsletter, sign up today to receive free articles on how to hire High Performers and how to achieve like one too. Click SUBSCRIBE now!