Not another book on hiring! Enough! Can any more be said that hasn't been said already? Can the same information bepresented any better than it has before?
I'll admit that I opened this book, part of McGraw-Hill's Briefcase series, with a bias to dismiss the publication as just another also-ran. Surprise! Hiring Great People caught my attention right away and held it for most of the book. Starting with the three-page detailed table of contents, the book was easy to read and easy to use. A Manager's Checklist at the end of each chapter offers a good summary for reality-checking and later reference.
I liked the way each chapter begins with a scenario, usually including dialog, that catches the reader's attention and focuses on the problem to be solved by the chapter's content. Nicely done. An abundance of examples aid in understanding of the authors' points and in the practical application of the knowledge presented. A common feature of the Briefcase books is effective use of icons to call out sidebars and boxes that highlight and amplify the text. The boxes are categorized as Smart Managing (tactics), Caution (warnings), Tricks of the Trade, Key Terms (jargon explained), Examples, Tools (proven procedures), and Mistake Proofing (how to minimize the risk of a bad hire).
The book begins with an emphasis on competency-based job descriptions. Helpful information includes definitions of competencies and advice on conducting a competency analysis. The second chapter jumps right in with the legal stuff that employers must be wary of today. A number of pertinent laws are carefully explained so the reader knows what to do and how to avoid costly mistakes. The chapter on attracting the right employees (note: not just warm bodies) addresses recruiting as well as what today's workers are looking for. The table on page 47 provides information on over a dozen internet sites that can be used for recruiting.
So now we have all these applications coming in. What should we do with them? Chapter 4 shows us how to use those applications as screening tools in our efforts to find the right people to bring in for interviews. Chapter 5 does the same thing with resumes. Frankly, I was astonished at the volume of advice; I learned about tools and procedures that opened my eyes about my own hiring. The next two chapters on interviewing was equally valuable; again, I gained knowledge that I didn't have before. Just when you think you know it all, this kind of book comes along to remind you and give you some more.
Do these applicants really care about working here, or are they just looking for a job? Chapter 8 shows us how to evaluate how motivated that applicant is to perform. The interviewing approaches are most useful, as are the charts and score sheets to help the interviewer focus on what's most important. Testing and background checks were discussed next-good sequencing of chapters. I thought the chapter on testing got a bit too deep in testing methodology for a book like this, but the information is interesting.
The chapter on making the hiring decisions and notifying applicants includes a weighting system that helps put appropriate emphasis on the most important characteristics. I liked the advice about sending polite rejection letters promptly. There are so many applicants that wait a long time-nervously and needlessly. Chapter 12 advises wise ways to bring new employees on board with the right kind of offer of employment and the subsequent orientation process. The final chapter on blended workforces highlighted the alternatives that employers have today, using part-timers, job-share, and contingent workers to get the job done.
