QUESTION 1: Many managers who make hiring decisions are competent in their area of expertise but lack the proper interviewer training to know how to correctly identify applicants who will be 'High Performers' if hired.
(TRUE) Most managers (80%) lack formal training on how to interview and select the best.
QUESTION 2: An applicant with great job skills will always out-perform a job applicant with lesser skill.
(TRUE) You understand that job skills, by themselves, are not a reliable predictor of future job performance. If it were ONLY about an applicant's job skills, we could hire anyone, teach them the necessary skill and everyone would be a high achiever. But we know that's not how it works. This means...hiring decisions based on skill-level alone is an ineffective way for hiring top performers.
QUESTION 3: Historically, what percentage of managers have NEVER received any formal training on how to interview job applicants?
(80%) Eighty percent is the correct percentage. Sadly...the leadership in many organization allow this to happen without ever saying a word!
QUESTION 4: Given enough time and hands-on interviewing experience, most interviewers will eventually learn how to correctly identify high achievers.
(FALSE) Unfortunately, many tenured interviewers like to think this is true, however, this mindset shuts them down from learning more and becoming more effective at hiring high achievers.
QUESTION 5: An applicant's response to obstacles is considered to be one of the best predictors of their future job performance and success.
(TRUE) Yes...a person's attitude toward and response to difficult challenges is considered the #1 predictor of success. There's lots of solid research to back this up as well. If a person cannot overcome their obstacles, they're not going to achieve their goals. Incorporating 'attitude' assessment into your interview process, if haven't already, can help you to consistently hire more high achievers.
QUESTION 6: The applicant with the best job skills will typically be...
(ANY OF THE ABOVE) Many interviewers assume skill level equates to job performance level. This is incorrect. Certainly high achievers have great skill, but someone with great skill can also be an average job performer...or a poor performer. That's because it takes more than just skill to succeed. Skill and motivation are different. Someone may have the skill to do the job but may not be very motivated to do it. Hiring decisions based on skill level alone could reap a High Performer, an average job performer or poor performer. Most companies have some of each...and now you know how they got there.
QUESTION 7: According to a Harvard Business School study, 76% of turnover can be traced back to poor interviewing practices and bad hiring decisions.
(TRUE) This particular study focused on salespeople turnover. Even though pay, or the relationship an employee had with their direct supervisor is often thought to be the #1 reason for turnover, Harvard Business School uncovered 'poor hiring practices and bad hiring decisions' as the real #1 culprit.
QUESTION 8: When it comes to tracking hiring effectiveness, which one of these do most organizations NOT track?
(QUALITY-OF-HIRE) Believe it or not, companies typically track cost-per-hire and time-to-fill...as if a "fast-cheap" hire is most important...and stop short of tracking how well they are doing when it comes to the quality of their hires.
QUESTION 9: Most companies track turnover and know exactly how many of their best performing employees are exiting and why.
(FALSE) Unfortunately, most organizations do not track "quality-of-turnover". They typically only track whether turnover was voluntary and involuntary but with that limited information, there is no way to know how many top performers are leaving or why. It's not only important to correctly identify and hire high achievers, it's also important to keep them!
QUESTION 10: According to a recent CareerBuilder survey, two-thirds of American businesses have faced lower productivity and reduced employee morale due to a bad hire.
(TRUE) CareerBuilder did find the majority of the companies surveyed, 68%, had experienced bad hiring that cost them between $25,000 - $50,000. Apparently this is an epidemic problem, greater than many realized.
QUESTION 11: If an untrained interviewer uses an unstructured interview format (asks questions that pop into their head), the probability of hiring the best applicant is about 40% according to a Michigan State study.
(FALSE) Untrained interviewers using an unstructured interview process were only 14% (not 40%) likely to make a sound hiring decision, according to the Michigan State study. It's too bad companies allow untrained interviewers to use an unstructured interview process and make hiring decisions!
QUESTION 12: Using behavior-based interviewing is the most effective way to correctly assess an applicant's self-motivation.
(FALSE) By using behavior-based interviewing, it's next to impossible to correctly assess an applicant's motivation...for several reasons. If a highly motivated employee is hired using this interviewing method, it's more likely about having good luck than anything else.
QUESTION 13: What is motivation-based interviewing?
(MOTIVATION-BASED INTERVIEWING IS AN EFFECTIVE INTERVIEWING METHOD FOR ACCURATELY ASSESSING APPLICANT MOTIVATION AND FOR HIRING HIGH ACHIEVERS.) Motivation-based interviewing, or "MBI", was specifically developed for hiring High Performers by assessing the 3 components they all share in common - skill, attitude and passion. MBI closes the holes that exist in behavior-based interviewing that commonly allow marginal job performers to slip through. Did you know you can learn motivation-based interviewing online in less than 5 hours?
QUESTION 14: Which of the following statements are true about motivation-based interviewing ("MBI")?
All statements are true EXCEPT there are multiple versions of motivation-based interviewing. To maintain its maximum effectiveness, there is only ONE version of this interviewing method specifically designed for hiring high achievers. I recommend you learn more about motivation-based interviewing. These statements are all true:
MBI is an interviewing method specifically developed for hiring high achievers.
Motivation-based interviewing is an interviewing method that's being used globally.
It's an easy-to-learn interviewing method that take no extra interviewing time and can be used to fill any job opening.
MBI is an interviewing method that assesses motivation better than behavior-based interviewing.
QUESTION 15: Using behavior-based interviewing often results in extending a job offer to a marginal performer.
(TRUE) After a couple of decades using behavior-based interviewing, we can now clearly see that it produces hit-and-miss hiring results. Interviewers who use this interviewing method try their best but often fall short of hiring a high achiever. This is because behavior-based interviewing is an inferior interviewing methodology that is filled with holes which often cause marginal job performers to seem like great hires.
QUESTION 16: Behavior-based interview questions can give interviewers a false sense of confidence that they are gathering quality applicant information when they aren't.
(TRUE) This is likely the #1 hole in behavior-based interviewing that causes the most hiring mistakes. Some behavior-based interviewing questions, ones that are commonly asked, actually enable the applicant to provide overly-positive information about themselves back to the interviewer. From there the interviewer over-rates the applicant and once on board their real job performance level is revealed.,,and it's below expectation. Oblivious to what happened, the interviewer never connects the employee poor performance with the ineffective interview questions he ask. The cycle repeats.
QUESTION 17: Excellent job skills means an applicant can do the job, however, it does not necessarily mean he or she will do it better than most everyone else.
(TRUE) A mistake interviewers commonly make is to think that an applicant's skill level is a reliable indicator of their job performance level. Said another way, many interviewers believe if they hire the applicant with the best job skills they will be hiring a top performer. It's not necessarily so...and it's this thinking that is the reason why most companies have some high achievers, some average job performers and some low performers. It's because skill level is NOT a reliable predictor of future job performance. The sooner employers wake up and realize this, the sooner they can improve the quality and the consistency of their hiring.
QUESTION 18: If you see signs or hear examples of an applicant taking initiative, it's a reliable indicator the applicant is self-motivated.
(FALSE) The concept of assessing applicant motivation is not a new one. The problem is how we assess it is often incorrect leading interviewers to think they have a self-motivated applicant but in reality...they don't. Motivation is not something that is either there or not there. It's not 100% or zero. You obviously know that seeing a sign that an applicant took initiative is not enough of an indicator to conclude that he or she will be highly self-motivated to do the job you are looking to fill.
QUESTION 19: Choose the ONE job listed below that people are typically allowed to do without being properly trained.
(HIRE EMPLOYEES) It's stunning when you think about it...and not in a good way. One of the most important tasks, if not the most important, with regards to an organization's success is typically delegated to people who are either untrained or under-trained.
QUESTION 20: Research has determined that 'loving the work you do' plays a significant role in a person's motivation and ability to achieve superior results, yet few interviewers take this into consideration when making a hiring decision.
(TRUE) Loving the work you do is a powerful and natural self-motivator that has no equivalent substitute. You can't just talk someone into loving the work they do when they really don't like to do it. There's no known way to change another person's passion. This makes hiring it so important. The customer service industry is a prime example of what happens when you fail to add this into your hiring equation. All too often people are hired to fill customer service jobs who don't like to serve customers and it shows. And training can't fix what the interviewer missed!
QUESTION 21: Hiring managers commonly make the connection between an employee's poor performance issues and their own interviewing deficiencies.
(FALSE) It's not uncommon to hear interviewers brag about how good they are at hiring in one breath, and in the next breath, talk about all the challenges they are having just trying to get their employees to do their job. Unfortunately, they don't make the connection between their interviewing skill level and the productivity, or lack thereof, of the people they hire.
QUESTION 22: Most unmotivated employees were great hires but they changed after they were hired due to poor management, unrealistic job expectations and/or unsatisfactory working conditions.
(FALSE) Many companies only look at post-hire issues and fail to look at the employee selection process and decision to hire. Realize...people DON'T dramatically change. It's more likely the applicant was motivated to 'get the job' rather than 'do the job'. It an employee is NOT a high achiever, it's less likely they changed and more likely they were exposed. High achievers work in the same environment, with the same bosses and the same challenges yet somehow they are able to produce better results. Not until you look at your employee selection and improve it will your overall organizational performance improve.
QUESTION 23: Motivation-based interviewing assesses what 3 components common to all high achievers?
(SKILL, ATTITUDE AND PASSION) Motivation-based interviewing, or "MBI" for short, is an interviewing method that was specifically developed for correctly identifying high achievers. It goes beyond skill assessment, can be used to fill any job opening and takes extra interviewing time. It closes many of the holes that exist in behavior-based interviewing that allow marginal job performers to be able to slip through the selection process unnoticed. MBI assesses the three (3) components common to ALL top performers and is what enables them to achieve better-than-average results. The 3 components are: skill, attitude and passion.
QUESTION 24: Which statement is true about high achievers (people who achieve above-average results)?
(HIGH ACHIEVERS TYPICALLY DON'T MORPH INTO UNDER-PERFORMERS ONCE ON BOARD) High achievers typically do NOT morph into under performers when the going gets tough, when the work environment is imperfect or when they aren't being motivated. The people whose performance tanks in the face of challenge are not good hires gone bad...but rather are bad hires revealed!
QUESTION 25: What are the holes that exist in most employee selection processes that cause needless hiring mistakes?
(ALL OF THEM) Every option listed all play a role in causing needless hiring mistakes. And not until these holes are closed will an organization's quality-of-hire improve. Fortunately, motivation-based interviewing was developed for the sole purpose of closing these holes and improving an organization's quality-of-hire. These are the holes that exist in most employee selection processes that cause needless hiring mistakes:
Poorly phrased interview questions.
Untrained or inadequately trained interviewers.
An applicant's motivation is assessed incorrectly.
No one is accountable for the cost associated with a hiring mistake.
Hiring decisions based on an applicant's skill level alone