{"id":5147,"date":"2021-05-06T07:50:44","date_gmt":"2021-05-06T11:50:44","guid":{"rendered":"https:\/\/www.trustacrossamerica.com\/blog\/?p=5147"},"modified":"2021-05-06T07:50:44","modified_gmt":"2021-05-06T11:50:44","slug":"hiring-for-trust-ask-the-right-questions","status":"publish","type":"post","link":"https:\/\/www.trustacrossamerica.com\/blog\/?p=5147","title":{"rendered":"Hiring for Trust? Ask the \u201cRight\u201d Questions"},"content":{"rendered":"

\"\"<\/a>How many of the following are present in your workplace?<\/strong><\/span><\/p>\n

Leaders trust their employees<\/span><\/p>\n

Employees trust their leaders <\/span><\/p>\n

Team members trust each other<\/span><\/p>\n

Ethical behavior is rewarded<\/p>\n

 <\/p>\n

In most workplaces the answer may be “None.” How do we know that? Our global Survey of Workplace Trust <\/span><\/a>continues to reveal trust gaps that should concern every stakeholder.<\/span><\/p>\n

Trust is always interpersonal and the outcome of principled behavior. The reasons for low trust vary from relationship to relationship and team to team making \u201cone size fits all\u201d box checking impossible. The good news, trust can be a learned competence and need not be \u201cshelved\u201d until the next crisis, only to be used as a talking point with no followup action to support it. Instead, trust can and should be a proactive business strategy that is practiced by leadership and reinforced daily.<\/span><\/p>\n

This past November I wrote an article for SHRM Executive Network Blog called Hiring for Trust.<\/span><\/a> <\/span><\/strong><\/p>\n

Many of our Trust Alliance<\/a> members including Charles H. Green, Lea Brovedani, Olivia Mathijsen and David Belden were quoted, all subject matter experts in their own right.<\/p>\n

As I mentioned in the article\u2026 Sadly, most leadership teams and their HR professional staff have never considered the role trust plays in organizational success, beginning with hiring practices. Even sadder, working from home has now further compounded the glaring lack of trust that exists between employees and employers, making hiring even more challenging.<\/i><\/span><\/p>\n

Hiring for trust does not just \u201chappen\u201d and when leadership fails to consider the role trust plays in organizational success, let alone adopt it as a core value of the organization, hiring for trust makes little to no sense. Given this all too common scenario, leaders should be prepared for new employees quickly to become disengaged and to jump ship once they realize that their personal values and those of the organization do not align.<\/span><\/p>\n

Since the publication of this article, I have been asked numerous times for some \u201cpointers\u201d on the kinds of questions interviewers might ask if trust were, in fact, a core value of their organization. The list of questions provided below are drawn from some of the behaviors in our TAP Framework<\/a>, the basis for our Workplace Trust Survey<\/a>, that strengthen or weaken trust in a team. <\/span><\/p>\n

Thirteen questions to consider asking if hiring for trust<\/b><\/span><\/p>\n