Recruiting For Attitude Is The Secret To Happy Employees

“Does job success depend on data rather than your CV?” This is a question posed by BBC business reporter, Matthew Wall, in an article published on the BBC news site today.

The bald truth is that most companies are pretty bad at recruitment.

says Matthew, and cites the main reason for failure is not because applicants do not have the requisite skills, but because their personalities clashed with the company’s culture. He continues:

“So these days employers are resorting to big data analytics and other new methods to help make the fraught process of hiring and firing more scientific and effective. For job hunters, this means success is now as much to do with your online data trail as your finely crafted CV.”

The piece has been written in response to the latest study by Mark Murphy’s organisation Leadership IQ, who gathered the information to inform his latest book Hiring for Attitude. The firm’s research discovered that nearly half of new recruits turn out to fail within 18 months, while two thirds of hiring managers admit they have often chosen the wrong people. When asked why so many fail within the first 18 months of taking a job, Mark said that the more surprising fact was that:

“When new hires failed, 89% of the time it was for attitudinal reasons and only 11% of the time for a lack of skill. The attitudinal deficits that doomed these failed hires included a lack of coachability, low levels of emotional intelligence, motivation and temperament. It seems that organisations of all sizes are still struggling to hire for attitude.

Looking at the responses of 20,216 people from our public employee engagement survey, it’s clear that most employees feel their companies are not doing a great job of hiring people that have the right attitude to fit their cultures.”

Hiring For Attitude


Lee Harding, Client Services Director at JobsTheWord, commenting on the research findings said:

“Leadership IQ’s investigative research showed that the main reason for failure was not because the applicants didn’t have the requisite skills, but because their personalities clashed with the company’s culture.

Our approach at JobsTheWord is in helping not just our clients [employers] to identify the perfect candidate for their roles, but ensuring that their company culture also meet the aspirations of applicants so that their next move means they have the ability to to reach their full potential.

Analysing people’s attributes, traits, etc, is as crucial as matching them with the employers who can provide them with a new opportunity.

By ensuring that we marry the expectations of both employer and applicant this means as employees they remain in roles longer because of job satisfaction, suitability for the role, personality fit, etc.”

In response to Experis’s, Geoff Smith, comment that: “Online tools, such as Sprout Social and Hootsuite enable our recruiters to keep an ear to the ground on what’s going on with their clients, candidates and in the sectors we’re working in.”

Lee said: “We have the capability to reach out to over 10 million people using our intelligent Big Data analytics software. We understand how imperative it is for employers to be able to reach out to candidates that they want to attract into their companies.

Our method of Big Data recruitment is the first of its kind in the UK

and is not designed just for the benefit of employers, it also helps candidates to stay in loop of the companies that may be of interest to them based on their skills, attributes etc, by informing them about roles relevant to their skill sets that they would otherwise be unaware of.”

Recruitment Marketing Analyst at the IT Performance Company, Richard Torr, added: “Whilst creating a debate for and against Big Data for recruitment is interesting, for me the BBC article doesn’t convey that its value is ultimately about the bottom line.

Recruitment processes contain value-adding and non-value-adding activity.

Technology isn’t going replace the face to face interview but it saves time getting ‘better’ candidates to the door of the Interview room, whatever ‘better’ means to that organisation. Of course recruitment agencies are going to object to technology, which takes food from their mouths.

But organisations want their people to be engaged in worthwhile activity, not pushing CVs, trawling social media or paying an agency to do the same thing. Experiment with the technology. If it gets good people into the interview room then use it.”

You can learn more about Hiring for Attitude at Leadership IQ’s Webinair on Friday 17 October

Image courtesy of Deviant Art

Mike Sandiford
Head of Partnerships
0207 193 9931

Related Posts