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The work force, particularly professional and staff employees, are becoming more mobile. In the 1970?s, the average person had seven employers during their working careers. By 2005, the Bureau of Labor Statistics found that the average worker born late in the baby boom, had 10.5 employers by the age of 40. This means that many companies are hiring many more people from the outside than they have in the past. The issue becomes the value of experiences that potential employees have had with other companies.

In a paper published in June, 2008, Wharton management professor Nancy Rothbard, along with co-authors Gina Dokko on NYU?s Stern School of Business and Steffanie L. Wilk of Ohio State?s Fisher School of Business, researched the relationship between prior experience and performance in the current job. Results from prior studies showed inconclusive results, despite the commonly held belief that prior experience develops knowledge and skills which positively impact performance.

The research found that employees were bringing more than just acquired knowledge and skills to the new job. They were also bringing attitudes and habits learned in another jobs to the new jobs. The longer that a person is part of an organization, the more that the person?s behavior reflects the norms and values of that organization. The research found that while experience in the form of knowledge and skills positively impacted performance in a new job, experience in the form of attitudes and habits actually had a negative impact on performance. The values and attitudes that an employee picks up in one job are not easily shed when they move to a new job. As one manager is quoted in the paper, ?People are weighed down by the baggage they bring in.?

When interviewing and considering experienced candidates, it is essential to gather as much information as possible about the culture and practices of the organization that the candidate is coming from. People who come from a culture radically different from the culture of the hiring organization have a low probability of success, according to the research.

If an experienced person is hired, it is important that they be given appropriate training and mentoring in order to fit into the new company. Just because someone comes into a company with a wealth of experience, doesn?t mean that they don?t need any training.

In my experience, most attention in the hiring process is spent finding people with the best skills and knowledge to do the job. Interviewing is slanted to find out what a person knows (knowledge) and how the person uses the knowledge (skills).

Then the next question to ask is ?Why do most people get into performance problems?? The answer is not their skills and knowledge, but rather their attitudes and habits. Again many job interviewers spend little time try to understand the person?s attitudes and work habits. Organizations would have a better success rate in employee retention if they spent most of the time in face-to-face interviews asking the questions that address attitudes and habits. The technique is Behavior Based Questions.

So remember when you are hiring ?experience? you are not only getting skills and knowledge, but also attitudes and habits as well. Make sure you have a clear picture of the total experience the person is bring to your organization.

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Ryan Scholz works with leaders whose success is dependent on getting commitment and high performance from others. He is author of Turning Potential into Action: Eight Principles for Creating a Highly Engaged Work Place. For more information, visit his web site at www.lead-strat-assoc.com.

Tags: change, confidence, crisis, culture, executive, leadership, management, vision