Hiring for Attitude Ch 5

Brown Shorts Answer Scoring

• Candidate Data Collection: Record candidate name, position, skills test results, drug test/credit check results, and Brown Shorts characteristics (rated 1-7, 1=poor fit, 7=great fit)
• Integration with Existing Systems: Integrate Brown Shorts ratings with existing talent management forms or automated systems for efficiency and consistency. Simple systems are best.
• Seven-Point Scale Rationale: A seven-point scale provides better data than a narrower scale (e.g., 3 or 5 points). This wider range helps avoid "rating inflation" where interviewers subconsciously rate higher than what's deserved to avoid negative judgment. Labels are only provided on the endpoints (1=Never, 7=Always) to avoid bias.
• Low Score Threshold: Scores of 1-3 immediately disqualify candidates from consideration for at least one, and perhaps multiple, Brown Shorts characteristics. This is because these candidates exhibit characteristics of low performers within the organization.
• Tallying Scores: Average all Brown Shorts score for a final candidate score; candidates with the highest scores are prioritized (assuming other criteria are met). A score in the 4-5 range indicates the candidate is a mediocre fit, prompting assessment of the recruiting process itself.
• Interview Discrepancies: Resolve discrepancies in interview scores based on the Brown Shorts Answer Guidelines, which provide a guide for evaluating good and bad answers from previous candidates and the context of the culture.
• Brown Shorts Evaluation: Rates the extent to which candidate answers match the organization's Brown Shorts (culture expectations from high & low performers), credibility, and delivery methods for the answer. Consider factors like vagueness, brevity, rambling, and clarity of answers.
• Textual Analysis: Leadership IQ research statistically analyzes candidate language to assess their performance potential. Focuses on pronouns (first vs. second vs. third person), verb tense (past vs. present vs. future), voice (active vs. passive), emotions (positive vs. negative), and qualifiers (e.g., adverbs).
• High vs. Low Performer Language Differences (Pronouns): High performers use more first-person pronouns ("I," "me," "we") and past tense. Low performers use more second-person pronouns ("you," "your"), third-person pronouns ("he," "she," "they"); neuter pronouns ("it," "itself"), present & future tenses, passive voice, negative emotions, and adverbs, showing a potential disconnect from previous successes in this organization.
• High vs. Low Performer Language Differences (Verb Tense): High performers describe past experiences using past tense. Low performers describe their experiences (present tense) or their intentions(future tense) rather than past experiences.
• High vs. Low Performer Language Differences (Voice): High performers use active voice, describing action. Low performers use passive voice, which is frequently associated with attempts to appear more knowledgeable.
• High vs. Low Performer Language Differences (Emotions): High performers express fewer negative emotions. Low performers express more negative emotions (anger, fear, pessimism).
• High vs. Low Performer Language Differences (Qualifiers): High performers give direct and factual answers. Low performers use qualifiers (adverbs, negation, waffling, absolutes) to modify, limit, or restrict.
• Interview Timing: Evaluate candidate answers as soon as possible after the interview, while memories of their responses are fresh.
• Listening Technique: Listen attentively; avoid interrupting. Counting to three helps maintain silence to allow the candidate to reveal more detailed information.
• Honest Answers: Avoid leading questions (these often do not yield honest responses). Candidates who can't offer detailed, past-tense descriptions of experiences or challenges likely lack Brown Shorts characteristics expected for success in the organization.