This document discusses traits of a successful new hire. It begins by noting that some people work harder to get a job than they do once hired. Next, it outlines issues with traditional hiring processes being one-dimensional. Research shows the average job tenure is only 4.4 years and younger workers stay even less. Common reasons people leave jobs are an inability to accept feedback or manage emotions. The document then discusses how to confirm a new hire is a good fit within their first 90 days by observing if they are confident, committed, goal-driven, and willing to learn from mistakes. It provides 10 key traits of top performers, such as having a plan of attack, seeking feedback, and a failure is not an option attitude.

1. The Subjective Assessment
10 Traits Of A Successful New Hire
Presented By Galt Society

2. It’s frustrating to hire a person that
worked harder at getting the job then
they at doing the job once they got it!
PEOPLE ARE PERFECT TWICE IN THEIR LIFE
When they are born and when they write their resume
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3. TRADITIONAL HIRING PROCESS
One Dimensional
Manager
•Expectation
Employee
•Historical Performance
Company
•Incentives
Result
•Future Performance
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4. CAUSE
• Total Median Tenure of all occupations and
age groups is 4.4 years (BLS)
• Median Tenure of employees ages 20-34 is
2.3 years (BLS)
• Quits as a percentage of separations
typically ranges between 54% and 59%
• Even in recessionary times: In March of
2011, Quits as a percentage of separations
was 50%
• 26%: Lack the ability to accept and
implement feedback from bosses,
colleagues, customers and others.
•
• 23%: Lack the ability to understand and
manage one's own emotions, and accurately
assess others' emotions.
• 17%: Lack sufficient drive to achieve one's
full potential and excel in the job.
• 15%: Lack the attitude and personality
suited to the job and work environment.
EFFECT
REALITY
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5. WHO WE ARE DETERMINES WHAT WE ARE
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Candidate Manager Company Collective

6. PRE-HIRE
• True –self
• Environment
• Rhythms
• Social
• Communication
• Personality test
• Not context specific
• Statistical relevance
• False positive
• Discriminatory
• Best behavior
• Cognizant
• Selling themselves
• Limited interaction
POST-HIRE
DATING AND MARRIAGE
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In the first 90 days,
how do I confirm my instincts?

7. Galt Society 2011
TAKE NOTES
Are they ….

8. • – “To choose doubt as a
philosophy of life is akin to
choosing immobility as a means of
transportation”
~ Life Of Pi
• They are quick to apply their past
successes to their present
circumstances
CONFIDENT!
HAS A CONFIDENT TONE IN THEIR VOICE AND STANDS OFTEN WHEN THEY TALK
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9. COMMITTED
BURNS THEIR BOAT
• Becomes a student of the company
and the industry
• – If it were easy then
everyone would be doing it!
• They know that it’s not a 7:55
to 5:05 in the beginning
• It’s not whether they act … it is
how long it will take them to act
• There are no speed bumps in
their desire to get into the
action
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10. • Sets specific goals to achieve – Just
like having the blueprints to a
home before you break ground
• Have personal goals that do not
conflict with professional ones
• Have a 90-day plan
• Have a dream!
GOAL DRIVEN
CLEAR AND CONCISE
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11. • Know that they don’t have all the
answers to the test
• Avoids ‘click time’ during core
hours
• Great people have the ability to
laugh at themselves
Avoid Analysis Paralysis
MISTAKES ARE OKAY; AND THE EARLIER THE BETTER
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12. • Great people know why they are
doing what they’re doing
• Have a system to do the things they
do
• – Great people start their day with
stimulating activities and end it on
a good note
• Plans backwards and work
forwards
EXCEL AT DEVELOPING A PLAN OF ATTACK
DEDICATES TIME EVERYDAY TO PLAN THE NEXT DAY
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13. • Knows that there are no magic pills
or cutting corners
• Great people understand that
people can sometimes make
illogical decisions for logical reason
• Adheres to the fundamentals
WORK THE SYSTEM
THROW THE BALL, CATCH THE BALL, AND HIT THE BALL
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14. • Great people monitor the metrics
that make them successful
• Understands the importance to
reduce “sightseeing”
• Has a ‘dashboard’ to make sure
they are doing everything that they
need to be doing to get them to
their destination
PLACE HIGH PRIORITY ON THEIR TIME
THE SINGLE MOST IMPORTANT MEASURE OF SUCCESS
Galt Society 2011

15. • Seeks feedback early and often
from management, peers, and
even customers
• – Great people aspire to be even
greater
• Great people naturally migrate to
the most successful of their peers
• Will not take the path of least
resistance to learn
WILLING TO SEEK OUT HELP
Understands that they are not the smartest person in the room
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16. • Relationships do not create results,
however results do create
relationships.
• Not all time spent is good time
spent
• Complacency is not competitive!
AVOIDS ‘MARRYING’ THEIR JOB DESCRIPTION
Doesn’t chase ‘skinny rabbits’
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17. • Much like a child learning walk,
they are relentless regardless of
setbacks
• Believe that there is always one
more thing they could do
• While setbacks are depleting.
Great people are not defensive and
realize that constructive criticism
as just that – constructive
Have a Failure Is Not An Option Attitude
“THREE STRIKES AND YOU’RE NOT OUT!”
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18. Dan Gibbs
dan@galtsociety.com
Zero-Day Recruiting eliminates the valleys of revenue
recognition when managing change in your sales force
and your future.
Galt Society 2011