Jun 26, 2018
Carol Quinn, CEO of Hire Authority and the Founder &
Creator of Motivation-Based Interviewing
Hiring is one of the most important decisions you will make as a
CEO, Founder, Leader, or Manager. Carol Quinn joins us this
week to discuss Motivation-Based Interviewing (MBI), the importance
of hiring, common mistakes, and important considerations when
working through the interview process.
Carol Quinn is CEO of Hire Authority and a
national speaker with more than 30 years’ experience in
interviewing and hiring. She has taught thousands how to hire
High Performers using motivation-based interviewing.
- What are the differences between motivation-based interviewing
& behavior-based interviewing?
- How do you identify/reveal passion?
- What is the difference between an internal & an external
locus of control?
- What's wrong with "one-upmanship" in the interviewing
- What are companies doing when it comes to keeping track of data
in their hiring process?
- How do you bring passion, attitude, and skills into the
- Hypothetical questions create hypothetical answers
- With Behavior-Based Interviewing, the expectation is that past
behavior will be indicative of future behavior.
- If you can hire somebody great one time, why can't you when
using the same process, create consistency in hiring success? This
question and the hit/miss hiring results led to the creation of
- MBI - designed to identify high performers - someone who will
go above and beyond to get the best results
- High performers have great skills, passion, and attitude.
- You can hire someone with great skills, and they could be a
poor, average, or high performer - It's not just about skills.
- The interview process has evolved. MBI looks at what all
high performers have in common.
- They have the Skill
- They have the Passion
- They have the Attitude (how a person responds to on the job
- You cannot assess passion directly
- Interviewers have to get wiser about the questions they ask,
they need to understand how to assess attitude & passion.
- Passion is usually tied to self-motivation
- Find out what the candidate likes doing the most - ideally,
match this to the role.
- MBI includes a series of 5 questions that focus in on what the
person likes doing the most, the least, etc.
- Weaknesses tell you about skill deficits and tell you about
- Passion is not something you can teach.
- Passion helps you get through the adversity.
- The high performer's attitude reflects an internal locus of
control, their attitude may be "I don't know how to do it, but, we
can figure it out" - This is solution focused & empowering
- The high performer goes into a problem-solving mode
- They have an optimistic perspective that keeps them in the
- This is a split second decision "I can't" or "I can"
- The "I can't" is representative of an external locus of
- The "I can't" person begins a to build a case for why they
cannot be successful.
- No one is pure "I can" or "I can't"
- Skill, Knowledge, IQ combined predict the successful hire
approximately 7% of the time, while Attitude accounts for the
- A hiring mistake can set you back, not only due to the cost of
the hire, but the time that is lost.
- As interviewers, we want to be able to identify the
high-performer despite their interviewing skills.
- CareerBuilder - 68% of employers surveyed struggle with
- Interviewing for a sales role is one of the most interesting of
all interviews because you have candidates who are prepared to
interview & want the job as a sales professional, while at the
same time, the interviewer wants to put someone in the role.
This can create significant risk.
- Many companies look at the cost per hire and average days to
fill a role. These metrics can lead to fast/cheap
hires. As a result, we miss on the quality of the hire.
- Quality of hire is the most important factor.
- It does not take any longer to evaluate the quality of a
hire. (See link below)
- Short-term turnover is tied to the hiring process - MBI reduces
short-term turnover by ~50%
- If you have a "quality of hire" problem, and you end up
retaining low performers, you will create a culture problem.
- Attitude is 80% formed by age 5. The person who has the
attitude has to change it, not the employer.
- The #1 reason for the metrics - to motivate positive change in
the hiring process.
- "Training is not going to fix what the interviewer missed" -
- The average interviewer either (A) asks questions off the cuff,
or (B) asks canned questions that are ineffective.
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