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

HIRE THE RIGHT PERSON IN THE RIGHT WAY AT THE RIGHT TIME, EVERY TIME

Is your firm struggling to attract and secure the best talent, despite significant investments in hiring improvements? Celebrated recruitment expert Lou Adler walks you through how to rethink, redesign, and revolutionize your hiring processes. You'll discover how changes in your perspective and strategy, not an unrelenting focus on hiring efficiency, will transform the way you find and hire the best candidates. You'll learn how and why AI has become a critical part of the modern hiring process, how to use a High Tech, High Touch approach to hiring the best available talent, and why you should use a Scarcity of Talent Acquisition Strategy when the recruitment field is competitive and you're hiring for a crucial position. Most importantly, you'll explore the perspective of a top candidate and how they search for, assess, compare, and choose new jobs. Ideal for hiring managers, recruiters, human resource professionals, and other business leaders, Hire With Your Head is an indispensable addition to the library of anyone seeking to transform their company's ability to consistently attract and retain the most desirable candidates.

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 S...