The 'Triple A' mantra: 'Attitude - Above All'
In 1939, British intelligence agency MI6 recruited Cambridge mathematics wizard Alan Turing to decipher the Nazi ‘Enigma’ codes which were considered unbreakable. He advertised to put together a cryptography team of experts to decipher the codes. There were no interviews, just a show of sheer ability. Applicants were required to complete an extremely difficult crossword puzzle. The brilliant Turin himself had taken 8 minutes to do it. To make it even tougher, only those who finished in 6 minutes would to be selected. Of the several who took up the challenge, only 2 completed it within 6 minutes.
A study by the training firm Leadership IQ in 1916 revealed that 46 percent of all new hires fall within their first 18 months. But, the most disturbing find was that nearly 90 percent fall for attitudinal reasons – not skills. It goes to prove that most HR managers are making the same mistake – looking predominantly for those with ability (like looking for skillful cryptographers), rather than focusing on attitude.
No one disputes the fact that hiring people with skills, particularly when looking out for those who possess a particular skill-set, is paramount (e.g. a pastry chef). In fact this is about the easiest thing to test / establish during an interview.
Much harder to recognise is attitude, which incidentally, can be easily feigned by those candidates who don’t much care for it. Attitude should therefore be your number-one focus during the interview stage. Remember, hiring just one employee with the wrong attitude can cause months, maybe years of disruption for your other employees and customers.
When Isodore Sharp opened a motel in Toronto in 1961 and called it the ‘Four Seasons’, he confessed that he just put up a building to operate a hotel. There was no vision nor was it any part of a planned grand scheme of things. However, he did realise how important good customer service was, and that it could only happen by hiring the right employees. Explains why Four Seasons, (listed constantly within the best 100 companies to work for), even today, continues to hire for attitude, whereas most others recruit for experience and fit.
Sharp is clear on wanting ‘people who like other people’ and are motivated to serve them, adding, “Competence we can teach; attitude is ingrained.” He goes on to say that market research found that customers value luxury – but luxury is not all about elegant surroundings or gourmet meals. A closer look revealed that the greatest luxury for their customers was time. And it is great service that could help make the most of that, giving them greater enjoyment.
Aside of the product, most outcomes including service normally depends on the front-line staff (not anyone in a central office) - from the valet, doorman, bellman, receptionist, waiter, room-maid, the lowest paid and mostly on-their-feet – and often, the least motivated. These front-line employees represent the face of the organisation.
Hiring people who are low on skills (beginners) but highly motivated (positive attitude) for any of the above positions is the next best bet for your hotel. Such motivated people can often be diamonds in the rough. Properly handled and with internal / external training they can have great potential to grow into the skill level the job demands. Given appropriate responsibilities that they can handle and praise and rewards for showing improvements, they will rise to the occasion.
Whether your company is big or small, highly social or hyper-competitive, flat or hierarchical, every person you employ has to fit your culture. You can’t afford to hire blind. You need to be hiring for attitude.
Shafeek Wahab – Editor, Hospitality Sri Lanka, Consultant, Trainer, Ex-Hotelier
|
|
|
|
