Hire with your head : using performance-based hiring to build outstanding diverse teams / Lou Adler.
"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 im...
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| Online Access: |
Full Text (via O'Reilly/Safari) |
|---|---|
| Main Author: | |
| Format: | eBook |
| Language: | English |
| Published: |
Hoboken, NJ :
John Wiley & Sons, Inc.,
[2022]
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| Edition: | Fourth edition. |
| Subjects: |
MARC
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| 100 | 1 | |a Adler, Lou, |e author. | |
| 245 | 1 | 0 | |a Hire with your head : |b using performance-based hiring to build outstanding diverse teams / |c Lou Adler. |
| 250 | |a Fourth edition. | ||
| 264 | 1 | |a Hoboken, NJ : |b John Wiley & Sons, Inc., |c [2022] | |
| 300 | |a 1 online resource : |b illustrations (some color) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a volume |b nc |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a "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"-- |c Provided by publisher. | ||
| 588 | |a Description based on online resource; title from digital title page (viewed on October 07, 2021). | ||
| 505 | 0 | |a 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 -- NOTE -- 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 -- NOTES -- 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 -- SUMMARY -- NOTE -- 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. | |
| 505 | 8 | |a TAKE THE BEST TEST BEFORE INTERVIEWING ANYONE -- SUMMARY: USE THE BEST TEST TO CONFIRM RATHER THAN PREDICT -- NOTE -- 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 -- SUMMARY -- NOTES -- 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 -- SUMMARY -- NOTES -- 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 -- SUMMARY -- NOTES -- 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. | |
| 505 | 8 | |a 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 -- NOTES -- Appendix 1: Performance-based Hiring and Legal Compliance -- NOTE -- Appendix 2: Forms -- Index -- End User License Agreement. | |
| 650 | 0 | |a Employee selection. | |
| 650 | 0 | |a Employees |x Recruiting. | |
| 650 | 0 | |a Employment interviewing. | |
| 650 | 7 | |a Employee selection |2 fast | |
| 650 | 7 | |a Employees |x Recruiting |2 fast | |
| 650 | 7 | |a Employment interviewing |2 fast | |
| 758 | |i has work: |a Hire with your head (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFPG4vJfVWtmyHC8h8YGd3 |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
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