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The 21st Century Model For Achievement!
When it comes to achievement, I think a lot of people miss the fact that it's an uphill process. You have to climb the mountain first before you reach the peak. It's a journey that almost always involves obstacles. And, it involves doing what it takes to overcome the obstacles. So what's all the confusion? Why are there so many people proclaiming it's just not meant to be? Perhaps they don't understand exactly what uphill means? It's a metaphor for the obstacles and challenges that stand between you and a successful outcome. Listen closely and you'll often hear people who believe such roadblocks are not supposed to happen. I am amazed that in the 21st century there are still people who don't comprehend the fundamental process of achievement. More amazing is how many employers do not know how to hire employees who are ineffective at it.
IF BAD HIRES SQUEAKED
March 2009 might seem like a rather odd time to write an article on hiring when so many companies are not. Determining the need to improve upon one's hiring process, and making the changes, is something that can be done right now. Marginal performers presently employed got there somehow. They weren't good hires that suddenly changed after their start date. Poor performance can be traced back to incorrect assessments and the ill-fated decision to hire. Typically companies address poor performance post-hire with employee counseling and discipline stopping short of fixing the real problem - how they got hired. This article will help you improve your hiring effectiveness.

How Marginal Employees Ace Interviews
In today’s highly competitive and turbulent business environment, hiring average employees can spell “failure”. That means, interviewers play a key role in the success, or failure, of their companies. That leads one to ask, "Why how do so many average and poor performers get hired, and so few High Performers?" Come to find out, many interviewers have had little or no formal training on how to hire the best. To make matters worse, the applicant has become interview-savvy. They have learned to maneuver through the interview by accentuating the positive and minimizing the negative, and getting the job offer. It's a very uneven playing field that does NOT favor the interviewer. But that can be turned around. Let's address interviewer training. Read on:
RESUME SCREENING - Picking the High Performers!
A high unemployment rate means lots of resumes and applicants for employers to screen but it doesn't mean it will be easier to pick out the high performers. Just the opposite in fact. Never before in history have job applicants been so hungry and so well-prepared to ace an interview. Information available on the Internet educates job seekers on what interview questions to expect, what type of answers WOW interviewers and what responses turn them off. Pair up these paycheck-hungry job candidates with an interviewer who has done nothing to improve his or her employee selection skills, or the fact that more than eighty percent of all interviewers have had little or no formal training on how to hire the best, and now you have a real formula for disaster as companies begin hiring post-recession. This perfect storm can be averted.

Oscar-Winning INTERVIEWING Performances Are On The Rise!
The goal is to hire high performers...right? How do you do it? How do you tell the real high performers from the applicants who are merely pretending to be the high performer? Both may interview well. In fact, the impostor just may be more prepared and actually impress you more. If you have been fooled before, what makes you think you won't be fooled again especially if you are interviewing applicants exactly how you have interviewed them in the past. This article will provide valuable insight as well as interviewing tips of how to see through an applicant's Oscar-winning performance.
TRUTH IN INTERVIEW - Part II
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.
What the High Performer DOESN’T Know!
In tough economic times, like we are experiencing right now, many people are still afraid of losing their job. For employers who must cut back, they have to choose who stays and who goes. For some companies, the deciding factor is based on performance - top performers get to stay. Right now could be the perfect time to learn how High Performers are able to produce better results. Interestingly however, it's what the High Performer doesn't know that just might provide the greatest insight. Whether you are a job seeker or an employer, understanding how the high performer is able to achieve better results while others are not is knowledge everyone should have.
Carol Quinn's Interviewer Tip #3
There are an infinite number of resources directed toward job seekers. These sources offer insight into the interview process in order to help applicants ace interviews. Carol Quinn is an advocate for the employer! The ultimate decision to hire or not-to-hire resides with the interviewer. Employers pay a huge price for their hiring mistakes. It's time for the interviewer to be armed with the knowledge to accurately select the best.

How Do You Know If YOU Are A High Performer?
In order to answer this question and know if we are a high performer, we must first define the term 'High Performer'. The simple definition is a person who achieves the best results. It's not just someone who works hard. More specifically it is someone who is able to produce desired results and achieve more of their goals. When we compare high achievers to those who fall short, a discernible difference exists. But this comparison suggests that everyone falls into either one group or the other - achiever or non-achiever. It's not quite that black and white.
How Do You Know If YOU Respond Effectively To Adversity?
You've heard the saying, "Change your thinking - change your results". It's true, but do you know what thinking needs to change and from what to what? It's not just about heaving positive thoughts on top of a dismal situation. Nor is it about denial. A bad decision followed by hopeful thinking doesn't change the bad decision into a good one. Understanding how the High Performer is able to achieve a desired outcome is the first step we must take to improve our own productivity.
It's Not MY Fault...REALLY!!!
Let's face it, it can be daunting to realize you are the one who didn't do it right. To make matters worse, it can be even harder to see it. We can think we did things right and still be wrong. We can be told and refuse to believe. In B.C. people were told the earth was round but rejected it for thousands of years. Instead they thought it was flat, stationary and the center of the universe. They were wrong...for hundreds of years. And just like the person who believes his results are not his doing, he is wrong as well. Somewhere along the way, many people became fearful of failing. As a result, some don't try while others refute their participation in causing an outcome. They detach themselves from poor results and believe they weren't responsible while thinking there is no harm being caused...WRONG AGAIN!

Incorrectly Assessing A Job Applicant's Motivation
In today's highly competitive and turbulent business environment, hiring average employees can spell "failure". Companies can not afford mediocrity while their competitors are striving to be the best. Hiring impacts profits in more ways than most companies realize. A Harvard Business School study determined that more than 75% of turnover could be traced back to poor hiring practices. The decision to hire -or not to hire- plays a significant role in turnover. The leading contributor to turnover is often not what happens after the employee is hired, but rather the process leading up to it. And turnover is not always bad if it's a bad hire that's leaving. You have to wonder if you really are hiring the best we can.

Other motivationbased interviewing Related Articles

Your Hiring Road Map: The Job Description
The often-skipped step of creating a job description is critical to finding the right employee for your business – the first time! A job description is your road map to determining what type of employee to look for to fill your vacancy. Being clear on the position’s duties and responsibilities and the qualifications required, at the start, will save you time when screening resumes, interviewing candidates and selecting the best candidate because you will be clear on what you’re looking for. No more spending hours reading resumes of unqualified applicants. No more using your “gut-feel” when interviewing. No more hiring the wrong employees.
Interviewing using behavioural questioning techniques
Interviewing is the most time consuming aspect of recruitment. Yet, worryingly, it also can be one the least effective ways to judge suitability and performance. This article gives insights on how to benefit from interviewing best practice through the use of behavioural questioning techniques
The Anatomy of a 12-Month Link Baiting Campaign
Last February, I had a diabolical plan to become a household name in the SEO community. Here I was, a guy who has been in SEO for almost ten years and remained a relative unknown. Sure, I made a few friends here and there and have been slowly building my reputation, but who would of thought 12 months ago that I would be able to snag an interview with one of the biggest names in the SEO. And that's not me interviewing the big name, mind you... that's the big name interviewing me!

Targeted Selection makes Hiring Much Easier
The steps necessary to improve interviewing and hiring techniques.
Seven Items To Consider When Interviewing Potential Staff Members
Do you put a lot of effort into interviewing candidates for a position yet end up with those you hire leaving the organization within a few months or year? In the nonprofit field, most organizations have limited budgets, often resulting in lower salaries and a high turnover in staff members. If you want to attract qualified individuals whose primary focus is on people and human service oriented work versus a higher salary, I have found there are certain steps supervisors should take when interviewing potential candidates. The following article identifies my top seven items to consider during the interview process, to ensure you identify the most qualified applicants.
The Employment Interview --- How Hard Can It Be
Interviewing a new job candidate sounds easy. After all, you are in control. You have something to offer. You can select anyone you choose to select. Right? That sounds good but in reality interviewing a person to fill a job opening is one of the more difficult tasks you may face as a manager. It does require specific skills to do it right and increase your chance of hiring the ideal person for the job; the person that will stay and fit in with the culture of your company. That being said, I personally don't know of one company that has a formal program to train their managers on how to conduct an interview. Interview training is much the same as training managers how to conduct a performance review. It is a rarity to find a company that actually does it.

Oscar-Winning INTERVIEWING Performances Are On The Rise!
The goal is to hire high performers...right? How do you do it? How do you tell the real high performers from the applicants who are merely pretending to be the high performer? Both may interview well. In fact, the impostor just may be more prepared and actually impress you more. If you have been fooled before, what makes you think you won't be fooled again especially if you are interviewing applicants exactly how you have interviewed them in the past. This article will provide valuable insight as well as interviewing tips of how to see through an applicant's Oscar-winning performance.
TRUTH IN INTERVIEW - Part I
This is a two-part article. In PART 2: Help is available! The conclusion includes Interviewing This is a two-part article. The conclusion includes Interviewing Tips and Techniques to better identify High Performers. Locus of Control, a 50-year old psychology will be introduced to improve interviewing effectiveness. This behavioral psychology can provide interviewers with insight to the achievement attitudes and behaviors that are present in ALL Top Performers. By using simple interviewing techniques, Locus of Control can add information that will improve the accuracy of distinguishing the High Performers from the Impostors.

Companies that Win are Companies that Teach
Winning organizations seem to have a knack for leadership development throughout their organization. One key principle that I have found present in this type of organization is the fact that they hire well and they fire better. Generally their managers have been trained on the interviewing and hiring process. This is rare phenomenon. Ask yourself how many of your managers have really been trained on the interviewing process? Companies that actually do train their managers have a high success rate for finding and keeping good employees is above average. Recruitment and retention becomes part of their culture and the responsibility of everyone. Leadership is more than just a word in these companies and leadership potential is sought out, encouraged and developed. Who has Leadership Potential?

The Challenge of Hiring
Interviewing a new job candidate sounds easy. After all, you are in control. You have something to offer. You can select anyone you choose to select. Right? That sounds good but in reality interviewing a person to fill a job opening is one of the more difficult tasks you may face as a manager. It does require specific skills to do it right and increase your chance of hiring the ideal person for the job; the person that will stay and fit in with the culture of your company. Whether you employ one person, or five hundred, choosing the right employees can be a challenge. How do you k now for sure which person you interview is the right one for your company?

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