The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers [NOOK Book]

Overview

A PRACTICAL STEP-BY-STEP APPROACH TO HIRING THE RIGHT PERSON

Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions.

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The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers

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Overview

A PRACTICAL STEP-BY-STEP APPROACH TO HIRING THE RIGHT PERSON

Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions.

The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it.

Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.

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Product Details

  • ISBN-13: 9780470739211
  • Publisher: Wiley
  • Publication date: 12/8/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 232
  • Sales rank: 898,153
  • File size: 2 MB

Meet the Author

Dr. David S. Cohen is a Principal in the Strategic Action Group, a consulting firm specializing in human resources development. His work with corporations is in several primary areas: management and leadership development; behavioral-based recruitment, selection, and performance management; helping corporations to articulate their values and develop a strategic vision; creating high-performance, results-focused teams.
Dr. Cohen's background spans both corporate consulting and education. He has consulted with a diverse group of industries in Canada., the United Kingdom, and the United States, specializing in the design and delivery of management development programs and human resources processes that are integrated with the business plan, vision, and values of individual clients.
Dr. Cohen is a sought-after speaker on human resource issues that has presented frequently for groups such as Linkage, the Institute for International Research, Insight, IQPC, the Canadian Management Centre (of American Management Association International), and the Human Resources Professional Association of Ontario Annual Conference. He is also called upon as a keynote speaker at a variety of corporate programs.
Dr. Cohen holds a doctorate in Education from Boston University and is a member of the Human Resources Professional Association of Ontario (HRPAO).
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Table of Contents

Acknowledgements

Introduction: Leaders Needed

Chapter 1: Value Beyond the Balance Sheet: The Right People
Are Your People Really Your Competitive Advantage?
The Traditional Interview: Rolling the Dice
The Hiring Manager
The Human Resources Professional
Behavioral Interviewing: Examining the Past to Predict the Future
Not a Cookie-Cutter Approach
Case Study Profiles That Lead the Way
A Vision of Organizational Clarity

Chapter 2: Making the Business Case for Behavioral Interviewing
Competing for the Best
Why Hiring Decisions Fail
The Job Description
The Ré sumé
Technical Credentials
Experience
Hypothetical Situations and Opinions
Behavioral Information
Comparing Types of Information
The Interviewing Skills of the Candidate
The Time It Takes for a Decision
Reference Checks
Structured and Unstructured Interviews
The Odds and the Options
Determining the Economic Value-Added
Getting Buy-In From the Organization
Case Studies: Two Approaches to Behavioral Interviewing
Summary

Chapter 3: The Organization, the Job, and the Candidate: The Right Fit
Understanding What to Look for
Employees Success and Failure
The Importance of Defining Fit
Organizational Values
Organizational Culture
Organizational Vision
Corporate Mission, Strategy, and Objectives
Linking Values to Behaviors
The What and How of a Job
Technical Knock-Out Factors
Behavioral Competencies
Transferability: The Hierarchy of Behaviors
Developing Behavioral Competencies in Your Unique Organization
A Road Map for Success
Working With Values: Case Studay Examples
Summary

Chapter 4: Developing Behavioral Profiles that Benchmark Top Performance
Identifying, Examining, and Describing Top Performance
Critical Incidents
A Critical Incident: An Example
Breaking Down the Incident
The Right Critical Incident and Behaviors
Critical Incidents and Behavioral Interviewing
Focus Groups
Identifying Must-Have and Preferred Behavioral Competencies
Writing the Behavioral Profile
Sample Behavioral Profile
Case Study Profiles
Summary

Chapter 5: Writing Behavioral Questions that Elicit High-Yield Information
Behavioral Questions
Key Words
Sample Behavioral Questions
The Interview Guide
Summary

Chapter 6: Interviewing to Select and Sell the Best
Laying the Groundwork
How Much Structure?
Time Allocation
How Many Interviews?
Note Taking: Recording Behavioral Information
Preparing for the Interview
Opening the Interview
The Agenda-Setting Statement
Open-Ended and Closed-Ended Questions
Listening
Probing
Getting Behavioral Answers
Selling Your Organization
Closing the Interview
Behavioral Reference Checks
Post-Interview Debriefings
Ensuring the Fit of Your Selection
Training Hiring Managers to do Behavioral Interviewing
Case Study Profiles
Summary

Chapter 7: Doing the Numbers: The Right Decision
Suspending Judgement and Developing a Common Language of Assessment
The Process
Determining Evidence of Behaviors
Scoring Responses: Using the Anchored Rating Scale
Anchored Rating System
Case Study Profiles
Sample Response Rating
Common Rating and Profile Assessment Errors
The Decision
Making the Offer

Chapter 8: Aligning Organizational Values, Strategy and People: A Common Language of Success
The Hub of the Wheel
Michelin North America
HMV North America
Calgary Police Service
Abbott Labs
Thomas Cook
Starbucks
Sprint Canada
A Final Thought: Championing a Behavioral Approach

Chapter 9: Hiring in a Dot-Com Start-Up: The Tug of War Between Growth and Time
Does Hiring Right Work When You're Hiring Fast?
An All-Out Hiring Blitz
First Steps: Easing in a Behavioral Approach
Seizing the Opportunity to Spread the Word
Adaptions to the Behavioral Interviewing Workshop
Benefits to the Organization: Adapting to Change, Choosing the Right Competencies and Building a Global Culture
How Hiring Managers and Senior Executives Have Embraced the Process
Conclusion: A Step-by-Step Approach

Index

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