HIRE WITH YOUR HEAD

Discover the secrets of one of the world's leading talent acquisition experts

In the newly revised Fourth Edition of Hire With Your Head: Using Performance-Based Hiring to Build Great Teams, influential recruiting and hiring expert Lou Adler delivers a practical guide to consistently identifying and hiring the best people and scaling that process throughout your company.

This book will help you address your hiring and recruitment issues, not just by making you more efficient, but also by reforming your entire process to align with how top talent actually look for new jobs, compare offers, and select opportunities.

You'll discover:

• Discover what it takes to ensure more Win-Win Hiring outcomes by hiring for the anniversary date rather than the start date
• How to use a "High Tech, High Touch" approach to raise the talent bar
• Expand the talent pool to include more outstanding, high potential and diverse talent by defining work as a series of key performance objectives

Perfect for hiring managers, recruiters, and HR and business leaders, Hire with Your Head is a must-read resource for anyone seeking to improve their ability to find, attract, and retain the top talent the world has to offer.

Auteur
LOU ADLER is CEO and Founder of Performance-based Hiring Learning Systems, a firm that shows recruiters and hiring managers around the world how to source, interview, and hire the strongest and most diverse talent. He is the author of Hire with Your Head and The Essential Guide for Hiring & Getting Hired.

Texte du rabat

Discover the secrets of one of the world's leading talent acquisition experts In the newly revised Fourth Edition of Hire With Your Head: Using Performance-Based Hiring to Build Great Teams, influential recruiting and hiring expert Lou Adler delivers a practical guide to consistently identifying and hiring the best people and scaling that process throughout your company. This book will help you address your hiring and recruitment issues, not just by making you more efficient, but also by reforming your entire process to align with how top talent actually look for new jobs, compare offers, and select opportunities. You'll discover: Discover what it takes to ensure more Win-Win Hiring outcomes by hiring for the anniversary date rather than the start date How to use a "High Tech, High Touch" approach to raise the talent bar * Expand the talent pool to include more outstanding, high potential and diverse talent by defining work as a series of key performance objectives Perfect for hiring managers, recruiters, and HR and business leaders, Hire with Your Head is a must-read resource for anyone seeking to improve their ability to find, attract, and retain the top talent the world has to offer.

Contenu

FOREWORD 8 INTRODUCTION PERFORMANCE-BASED HIRING FOUR EDITIONS LATER 9 A Short History on the Importance of Hiring Top Talent 9 Being More Efficient Doing the Wrong Things Is Not Progress 10 Creating a Win-Win Hiring Culture 11 The Big Three Hiring Challenges 12 Clarifying Job Expectations Upfront Is the Key to Hiring Outstanding People 12 Why Performance-based Hiring Is the Right Business Process for Hiring 13 CHAPTER 1 DEFINE YOUR TALENT STRATEGY BEFORE YOU DESIGN YOUR HIRING PROCESS 16 Stop Making Tactical Excuses for a Strategic Problem 16 The Importance of Having the Right Talent Strategy 17 Supply vs Demand Needs to Drive Talent Strategy 17 Comparing the Scarcity of Talent vs a Surplus of Talent Strategies 19 Win-Win Hiring: Hiring for the Anniversary Date, Not the Start Date 20 Develop an Ideal Candidate Persona to Achieve More Win-Win Hiring Outcomes 20 Remove the "HAVING" Mindset and Shift to a Performance Qualified Screening Standard 21 Negotiate with the End in Mind 22 More High Touch and Less High Tech -- Convert Strangers into Acquaintances 23 CHAPTER 2 STEP-BY-STEP THROUGH THE PERFORMANCE-BASED HIRING PROCESS 24 Win-Win Hiring: Hire for the Anniversary Date, Not the Start Date 24 Performance-based Hiring Is Designed to Raise the Bar 24 Suboptimization Prevents Win-Win Hiring Outcomes 24 Benchmarking How the Best People Find Jobs and Get Hired 25 Hiring a Great Person Starts with a Great Job 25 Define Success as Performance Objectives, Not Skills and Experiences 26 Source Semi-finalists 26 Conduct the Two-way Performance-based Interview 27 Measure and Predict Quality of Hire 28 Close on Career Growth, Not Compensation Maximization 29 Use Onboarding to Clarify and Prioritize the Performance Objectives 30 Deliver on the Promise 31 Summary 32 CHAPTER 3 THE BEST CANDIDATES ARE OFTEN NOT THE BEST HIRES 33 The Worst Candidates Are Often the Best Hires 34 Category 1: Great candidates must have all of the basic skills listed on the job description 34 Category 2: Great candidates must agree to the terms of an offer before knowing the job 35 Category 3: Great candidates need to be prepared, make a great first impression and be good at presenting themselves 35 Some Great Candidates Become Great Hires, but Many More Don't 36 Great Hires Are Easy to Define but Hard to Hire 36 Category 4: Great hires deliver the results without making excuses 36 Category 5: Great hires collaborate with others and build strong teams 37 Category 6: Great hires effectively organize and manage themselves and their teams 37 Who would you rather hire, a great candidate or someone who delivers the results? 38 Summary -- Avoid the 90-day Wonders 38 CHAPTER 4 DEVELOPING A BIAS-FREE HIRING PROCESS 40 Conduct a Pre-hire Performance Review 40 Never Meet Anyone in Person Before Conducting a Phone Screen 41 Only invite semi-finalists for the full interview 41 Use Organized Panel Interviews 42 Then eliminate the 30-minute one-on-ones 42 Script the Interview and Give Candidates the Questions 42 Wait 30 Minutes Before Making Any Yes or No Decision 43 Be a Juror -- Not a Judge 43 Use Reverse Logic to Reveal and Reprogram Your Subconscious Biases 44 Treat Candidates as Consultants 44 Kill the Gladiators 45 Use a talent scorecard to share evidence 45 Measure First Impressions Last 46 Summary 46 CHAPTER 5 USING THE BEST TEST TO REDUCE UNCONSCIOUS BIAS 47 Two Huge Flaws in Personality Assessments That Are Often Ignored 47 Statistical Validation Understates the Impact of False Negatives 48 Personality Assessments Are Valuable When Used Later in the Hiring Process 49 Take the BEST Test Before Interviewing Anyone 50 Changes in BEST Style Reveals Growth and Flexibility 51 Assess Team Skills by Observing Changes in BEST Type Over Time 51 Assess Flexibility by Observing Changes in BEST Under Stress 52 Increase Interview Accuracy by Becoming Your "Least BEST" 52 Summary -- Use the BEST Test to Confirm Rather Than Predict 53 CHAPTER 6 THE HIRING FORMULA FOR SUCCESS 54 Win-Win Hiring Begins with the End in Mind 54 Predicting Hiring Success Requires Much More Than Assessing Ability 54 The Hiring Formula for Success Captures the Dynamics of Actual Performance 56 The Big Four Fit Factors Drive Motivation to Excel 57 Define the Fit Factors as Part of the Job Description 57 The Fit Factors and Their Impact on Job Performance 58 The Impact of Managerial Fit on New Hire Success 59 Job Fit: Intrinsic Motivation to Do the Work Actually Required 59 Team Fit and EQ 60 Cultural Fit is More Than a Value Statement 60 Summary 61 CHAPTER 7 UNDERSTANDING THE REAL JOB STARTS WITH A PERFORMANCE PROFILE 62 Define the Work Before Defining the Person Doing the Work 62 Hire for Performance to Attract Outstanding Talent 63 The Legal Validation for Using Performance-based Hiring 64 Shifting to a Performance Qualified Definition of On-the-Job Success 65 Different Techniques to Develop Performance-based Job Descriptions 67 Take a Tour of the Factory and Call Me in the Morning 68 Basic Techniques for Determining the Key Performance Objectives 69 Use the Process of Success and the Timeline to Determine the Key Subtasks 69 Benchmark th…