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A superior system for hiring superior people
Any organization is only as strong as its weakest link, and justa few poor performers can adversely affect your entire company.Though there's no foolproof method for hiring the right people,there is a system for minimizing mistakes and consistentlyrecruiting better, more successful candidates.
This up-to-date and fully revised edition of the bestsellingHire With Your Head presents a proven system for hiring superiorpeople, individually or in groups. Written by veteran headhunterLou Adler, this powerful resource—widely acclaimed by managersand human resources pros—gives you the tools to sidesteppotentially costly mistakes by making better judgments on who fitsthe bill and who doesn't.
Though most managers understand the importance of hiring wisely,many don't know how to do it. In the end, they often chooseprospective employees based on gut reactions. While this strategysometimes works, more often it leaves managers with ineffectual orunmotivated employees who drag the organization down. Decisionsbased on emotions, biases, personalities, or stereotypes oftenreveal themselves as bad decisions in hindsight. The key to dodgingthis pitfall is to train yourself to base all of your hiringdecisions on reason, not emotion.
Hire With Your Head introduces you to the Performance-basedHiring system, a methodology designed in response to the needs oftop recruits and based on how they actually look for and acceptoffers. This unique, step-based system involves:
Hire With Your Head shows you how to focus on candidateperformance rather than your own impulses—and it shows you howto use these techniques to recruit and hire individuals or groupswith consistency and success.
Fully updated to cover all the recent developments in onlinehiring and other new technologies—and packed with fresh casestudies from leading companies—Hire With Your Head is morepractical than ever. Full of invaluable tips and helpful exercises,as well as useful checklists and revealing benchmarks, it's theindispensable, hands-on guide every manager needs to hire the rightperson every time.
Chapter 1. Performance-based Hiring: A Systematic Process forHiring Top Talent.
Chapter 2. Performance Profiles: Define Success, Not Skills.
Chapter 3. Talent-Centric Sourcing: Finding the Best Active andPassive 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 StructuredInterviews 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.