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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® Care System
Chapter 1. Performance-based Hiring: A Systematic Process for Hiring Top Talent.
Chapter 2. Performance Profiles: Define Success, Not Skills.
Chapter 3. Talent-Centric Sourcing: Finding the Best Active and Passive Candidates.
Chapter 4. The Two-Question Performance-based Interview.
Chapter 5. The Evidence-Based Assessment.
Chapter 6. Everything Else After the First Interview - Completing the Assessment.
Chapter 7. Recruiting, Negotiating, and Closing Offers.
Chapter 8. Implementing Performance-based Hiring.
Appendix. A. The Legality of Performance-Based Hiring.
Appendix. B. A Discussion of the Validity of the Structured Interviews Used in the Performance-based Hiring Process.
Appendix C. Forms and Templates.
Posted July 1, 2007
Lou Adler points out that most hiring managers don't know how to interview very well -- they all have their favorite questions and they're loaded with biases. Fortunately he then provides answers to this and many other problems with the hiring systems of most organizations. In this third edition of Lou's work, he again lays out the key steps -- all very actionable -- for recruiting and hiring the best people. He boldly stands up to the flaws of so many human resource concepts like job descriptions and '501 Great Interview Questions.' He lays out the need to spell out clear performance objectives that define 'doing' the job not selecting based on the candidates ability to 'get' the job. He clearly demonstrates that it's not the questions that matter -- it's the answers. In this latest edition, Lou also tackles tough questions related to candidates in 2007 -- who are significantly different from candidates and the hiring world just a few years ago. And he tackles the impact of technologies -- both good and bad. One of the best things about every edition of this work is that Lou Adler provides answers -- the kind of answers that organizations must start implementing if they really do want to make hiring the best people a reality.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.