Hire with your head : using performance-based hiring to build outstanding diverse teams / Lou Adler.
Hire With Your Head

Format:

Book

Author/Creator:

Adler, Lou, author.

Language:

English

Subjects (All):

Employee selection.

Employees--Recruiting.

Employees.

Employment interviewing.

Physical Description:

1 online resource (293 pages)

Edition:

4th ed.

Place of Publication:

ワイリーパブリッシングジャパン, 2021.11.

Hoboken, New Jersey : John Wiley & Sons, Inc., [2022]

Summary:

"Since the talent market has undergone major changes over the past 10 years, this will be a major rewrite of the 2007 edition of Hire with Your Head, not just a chapter refresher. We'll be adding some new chapters, reorganizing the flow, modernizing the core concepts, and discussing the impact of new technologies including how Artificial Intelligence is becoming a core component of the hiring process. Over the past few years, we have created a series of online training materials including self-paced courses, templates, scorecards and interview guides to help people master Performance-based Hiring. Some of this content will available via download for those who purchase the book including a number of free videos clarifying some of the critical points. These links will be included in the printed versions of the book and hot-linked in the Kindle version. Existing users of these training materials represent an instant market for the revised edition. The audience for the book will be hiring managers, recruiters, and HR and business leaders from all types of companies including small startups and large well-known organizations throughout the world. If there's anything we've learned about hiring, it is that while much has changed, much hasn't: Everyone still struggles with hiring top talent on a consistent basis. This book will address these issues, not by helping people be more efficient doing what everyone else is already doing, but rather by rethinking the process from the perspective of a top person and how he or she looks for a new job and how these people compare offers and select opportunities. This change in viewpoint represents the critical first step in hiring stronger talent. Bottom line: This book will be a hands-on practical guide for any hiring manager who wants to hire a great person and how the process can be scaled companywide"-- Provided by publisher.

Contents:

Intro

Table of Contents

Title Page

Copyright

Foreword

NOTE

Introduction: Performance-based Hiring, Four Editions Later

A SHORT HISTORY ON THE IMPORTANCE OF HIRING TOP TALENT

BEING MORE EFFICIENT DOING THE WRONG THINGS IS NOT PROGRESS

CREATING A WIN-WIN HIRING CULTURE

THE BIG THREE HIRING CHALLENGES

CLARIFYING JOB EXPECTATIONS UP FRONT IS THE KEY TO HIRING OUTSTANDING PEOPLE

WHY PERFORMANCE-BASED HIRING IS THE RIGHT BUSINESS PROCESS FOR HIRING

Chapter 1: Define Your Talent Strategy Before You Design Your Hiring Process

STOP MAKING TACTICAL EXCUSES FOR A STRATEGIC PROBLEM

WIN-WIN HIRING: HIRING FOR THE ANNIVERSARY DATE, NOT THE START DATE

NEGOTIATE WITH THE END IN MIND

MORE HIGH TOUCH AND LESS HIGH TECH: CONVERT STRANGERS INTO ACQUAINTANCES

NOTES

Chapter 2: Step-by-Step Through the Performance-based Hiring Process

WIN-WIN HIRING: HIRE FOR THE ANNIVERSARY DATE, NOT THE START DATE

HIRING A GREAT PERSON STARTS WITH A GREAT JOB

SUMMARY

Chapter 3: The Best Candidates Are Often Not the Best Hires

THE WORST CANDIDATES ARE OFTEN THE BEST HIRES

SOME GREAT CANDIDATES BECOME GREAT HIRES, BUT MANY MORE DON'T

WOULD YOU RATHER HIRE A GREAT CANDIDATE, OR SOMEONE WHO DELIVERS GREAT RESULTS?

SUMMARY: AVOID THE 90-DAY WONDERS

Chapter 4: Developing a Bias-Free Hiring Process

CONDUCT A PRE-HIRE PERFORMANCE REVIEW

USE ORGANIZED PANEL INTERVIEWS

SCRIPT THE INTERVIEW AND GIVE CANDIDATES THE QUESTIONS

WAIT 30 MINUTES BEFORE MAKING ANY YES OR NO DECISION

TREAT CANDIDATES AS CONSULTANTS

MEASURE FIRST IMPRESSIONS LAST

Chapter 5: Using the BEST Test to Reduce Unconscious Bias

TWO HUGE FLAWS IN PERSONALITY ASSESSMENTS THAT ARE OFTEN IGNORED

PERSONALITY ASSESSMENTS ARE VALUABLE WHEN USED LATER IN THE HIRING PROCESS.

TAKE THE BEST TEST BEFORE INTERVIEWING ANYONE

SUMMARY: USE THE BEST TEST TO CONFIRM RATHER THAN PREDICT

Chapter 6: The Hiring Formula for Success

WIN-WIN HIRING BEGINS WITH THE END IN MIND

THE BIG FOUR FIT FACTORS DRIVE MOTIVATION TO EXCEL

THE FIT FACTORS AND THEIR IMPACT ON JOB PERFORMANCE

Chapter 7: Understanding the Real Job Starts with a Performance Profile

DEFINE THE WORK BEFORE DEFINING THE PERSON DOING THE WORK

HIRE FOR PERFORMANCE TO ATTRACT OUTSTANDING TALENT

THE LEGAL VALIDATION FOR USING PERFORMANCE-BASED HIRING

DIFFERENT TECHNIQUES TO DEVELOP PERFORMANCE-BASED JOB DESCRIPTIONS

CONVINCING HIRING MANAGERS TO USE PERFORMANCE PROFILES

Chapter 8: Conducting the Exploratory Phone Screen

THE EXPLORATORY PHONE SCREEN DRIVES HIRING SUCCESS

USE THE PHONE SCREEN TO FIND AND RECRUIT SEMIFINALISTS

SUMMARY: USE THE PHONE SCREEN TO CONTROL YOUR ENTIRE HIRING PROCESS

Chapter 9: Conducting the Performance-based Interview

CHECKLIST: THE PERFORMANCE-BASED HIRING INTERVIEWING PROCESS

THE EIGHT-STEP PERFORMANCE-BASED INTERVIEW GUIDE

WELL-ORGANIZED PANEL INTERVIEWS INCREASE ASSESSMENT ACCURACY

KEY HIGHLIGHTS OF THE PERFORMANCE-BASED INTERVIEW PROCESS

Chapter 10: Making the Assessment Using the Quality of Hire Talent Scorecard

KEYS FOR CONDUCTING AN EVIDENCE-BASED CANDIDATE ASSESSMENT

STEP-BY-STEP COMPLETING THE QUALITY OF HIRE TALENT SCORECARD

ESSENTIAL CORE COMPETENCES

ADDRESSING THE BALANCING ACT BETWEEN RECRUITABILITY AND COMPETENCY

ORGANIZING THE INTERVIEW TO MAXIMIZE ASSESSMENT ACCURACY

Chapter 11: Comparing Performance-based Hiring and Behavioral Event Interviewing

LACK OF JOB ANALYSIS IS THE BIG GAP IN BEI

BEHAVIORAL FACT-FINDING IS THE KEY TO AN ACCURATE ASSESSMENT.

SUMMARY: PERFORMANCE-BASED INTERVIEWING IS BEI ON STEROIDS

Chapter 12: Sourcing Outstanding Talent: Blending High Touch with High Tech

SEMIFINALIST CRITERIA FOR PREQUALIFYING CANDIDATES

UNDERSTANDING THE SOURCING AND RECRUITING FUNNEL

MAKE IT PERSONAL: LET'S GO FOR A CAREER RIDE

SOURCING CHECKLIST

IMPLEMENTING A SCARCITY OF TALENT SOURCING PROGRAM

THINK SMALL-BATCH, HIGH-TOUCH: SOURCE SEMIFINALISTS

DEVELOP AN "IDEAL CANDIDATE PERSONA"

DIRECT SOURCING AND NETWORKING

INDIRECT SOURCING AND NETWORKING

SUMMARY: NETWORKING RULES!

Chapter 13: Start the Recruiting Process with a Career Discussion, Not a Sales Pitch

CONDUCT CAREER DISCOVERY ON YOUR FIRST CALL

RECRUITING IS GETTING THE CANDIDATE TO SELL YOU, NOT YOU SELLING THE CANDIDATE

Chapter 14: Recruiting and Closing Top Performers

THE BASICS OF RECRUITING AND CLOSING

DON'T MAKE AN OFFER UNTIL YOU'RE 100% SURE IT WILL BE ACCEPTED

TESTING OFFERS

Chapter 15: Leveraging HR Technology to Implement Performance-based Hiring

USING THE TRICKLE-UP APPROACH TO VALIDATE THE IMPACT

USE SEEKOUT TO BUILD A TALENT PIPELINE OF OUTSTANDING DIVERSE TALENT

HIRETUAL.COM OFFERS A UNIQUE AI APPROACH FOR SOURCING THE HARD TO FIND

EIGHTFOLD TAKES A COMPREHENSIVE AI-APPROACH FOR MATCHING PEOPLE WITH OPPORTUNITIES BASED ON POTENTIAL

PHENOM CONVERTS WORKFORCE PLANNING INTO A STRATEGY ASSET

AI FOR SCREENING HAS A POWERFUL TOOL WITH PYMETRICS.AI

CREATING AN INTERNAL MOBILITY PLATFORM USING SMARTRECRUITERS

USING GREENHOUSE TO MAXIMIZE QUALITY OF HIRE

CONDUCT A REFERENCE CHECK BEFORE MAKING AN OFFER USING CHECKSTER

USE ONBOARDING TO START DELIVERING ON THE PROMISE

FEEDBACK PROCESS CONTROL WITH OUTMATCH.COM

CREATE A WIN-WIN HIRING CULTURE

NOTES.

Chapter 16: Use Performance-based Hiring to Create a Win-Win Hiring Culture

DELIVER ON THE WIN-WIN HIRING PROMISE

BUILDING A WIN-WIN HIRING CULTURE STARTS WITH THE RIGHT TALENT STRATEGY

MEASURE AND MANAGE QUALITY OF HIRE

USE HIGH TOUCH TO CREATE AN OUTSTANDING CANDIDATE EXPERIENCE

TAKE THE RISK AND BIAS OUT OF THE "YES" DECISION

HIRING STRONG PEOPLE IS THE FIRST STEP IN MANAGING A GREAT TEAM

Appendix 1: Performance-based Hiring and Legal Compliance

Appendix 2: Forms

Index

End User License Agreement.

Notes:

Description based on print version record.

ISBN:

9781119808930

1119808936

9781119808916

111980891X

OCLC:

1273977764