Interviewing for attitude presents a dilemma: Most people are on their best behavior when interviewing and even during their first six to twelve months of employment. You may not realize you have a problem on your hands until the new hire has been trained and is a fully functioning part of your team.
Knowing you’ll have to begin the selection process all over again—a long and costly procedure—makes it harder to part with the employee. Meanwhile, the good-natured people on the team have to pick up the slack, putting strain on your best people and leading to harmful side effects. Burnout, discontent with management, and customer service deficiencies are likely to develop. Since this is a major problem in many organizations, guerrilla tactics are needed.
Before you start interviewing for attitude, identify and eliminate employees who cause problems. Otherwise, your new hires will be entering a negative environment. The harder part is replacing those individuals with good-natured people.
Read the rest here at the DougMyrick.com blog.
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