Hire with your head: using performance-based hiring to build great teams

Description

Hire with Your Head Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever! "We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works."--Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC "Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results."--John Ganley, Vice President and Chief Talent Officer, Quest Software "Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry."--Dan Hilbert, Recruiting Manager, Valero Energy Corporation "Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes-in terms of selecting the best fit in an extremely tight labor market-but with a level of success among our operations customers that I have rarely seen with other HR products." -Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast(r) Care System.;Title; Copyright; Foreword; Preface; Chapter 1: Performance-based Hiring: A Systematic Process for Hiring Top Talent; A Rude Awakening-What it Really Takes to Get Ahead; Benchmarking the Best; Hiring is too Important to Leave to Chance; Throw away Everything you know about Hiring; Using A Systematic Process for Hiring Top Talent; Putting the Pieces Together: A Road Map to the Organization of This Book; Chapter 2: Performance Profiles: Define Success, Not Skills; If you want to Hire Superior People, first Define Superior Performance; Sample Performance Profiles. Title Copyright Foreword Preface Chapter 1: Performance-based Hiring: A Systematic Process for Hiring Top Talent A Rude Awakening-What it Really Takes to Get Ahead Benchmarking the Best Hiring is too Important to Leave to Chance Throw away Everything you know about Hiring Using A Systematic Process for Hiring Top Talent Putting the Pieces Together: A Road Map to the Organization of This Book Chapter 2: Performance Profiles: Define Success, Not Skills If you want to Hire Superior People, first Define Superior Performance Sample Performance Profiles. Diversity, Americans with Disabilities act, and the LawIn Brief: The Six Business Benefits of Using Performance Profiles Chapter 3: Talent-Centric Sourcing: Finding the Best Active and Passive Candidates The Best People are Looking-Finding and Hiring them is the Challenge Primary Channels for a Sequenced Sourcing Program Offer Careers, Not Jobs Use a Performance Profile as the Foundation for Better Sourcing Multilevel Sourcing: Use a Series of Sourcing Channels to Ensure A Constant Flow of Good Candidates Chapter 4: The Two-Question Performance-Based Interview. The Four Core Traits of Universal SuccessThe Most Important Interview Question of all Time The Second Most Important Question: Visualization and Problem Solving Gain more Insight using The Two-Question Interview The Complete Performance-Based Interview: Putting it All Together The Close: Use Recruiting to end Round One Fact-Finding: The Most Important Interviewing Technique Preparation is the Key The Telephone Interview Sets the Stage for the Candidate and the Interviewer What not to Ask: The Inappropriate and Illegal Questions The Performance-Based Interview: Putting it all Together. Chapter 5: The Evidence-Based AssessmentImplement an Evidence-Based Assessment Process to Improve Selection Accuracy Organizing the Interview Conducting the Evidence-Based Assessment Process Spotting Fatal Flaws The Professionalism and Quality of the Interview Counts Chapter 6: Everything Else after the First Interview: Completing the Assignment Stay Objective: The First Interview Represents Less than Half of the Total Assessment The Importance of Reference Checking What to do in the Second Round of Interviews The Panel Interview: A Great Way to Save Time and Increase Accuracy. Background Verifications: Cheap Insurance you Must HaveAssessment Testing to Confirm, Not Predict, Competency Performance-Based Interview: Putting it all Together Chapter 7: Recruiting, Negotiating, and Closing Offers Recruiting is not Selling And Other Misconceptions About the Most Important Part of Hiring Why Candidates Take Jobs: Understanding and Managing Motivation Create the Opportunity Gap by Asking Challenging Questions End the Interview on a Positive Note How to Negotiate and Close Offers Step-By-Step Through the Offer The Close: Putting it all Together.