Hire With Your Head: Using Performance-Based Hiringsm to Build Great Teams, Third Edition

Hire With Your Head: Using Performance-Based Hiringsm to Build Great Teams, Third Edition

by Lou Adler
Released June 2007
Publisher(s): Wiley
ISBN: 9780470128350

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Book description

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(r) Care System

Table of contents

  1. Copyright
  2. Foreword
  3. Preface
    1. The Best are Different Than the Rest
  4. 1. Performance-based Hiring: A Systematic Process for Hiring Top Talent
    1. A Rude Awakening—What it Really Takes to Get Ahead
    2. Benchmarking the Best
    3. Hiring is Too Important to Leave to Chance
    4. Throw Away Everything You Know About Hiring
      1. When Getting the Job Is More Important Than Doing the Job
      2. Substitute the Job as the Dominant Selection Criteria
      3. Increase Objectivity during the Interview
        1. A Short Course on Interviewing
      4. Get Candidates to Give Good Answers
    5. Using a Systematic Process for Hiring Top Talent
    6. Putting the Pieces Together: A Road Map to the Organization of this Book
      1. Chapter-by-Chapter Summary
  5. 2. Performance Profiles: Define Success, Not Skills
    1. If You Want to Hire Superior People, First Define Superior Performance
      1. Use the Same Criteria for External Hiring as You Do for Internal Moves
        1. It’s What You Do with What You Have, Not What You Have That Counts
        2. Preparing Performance Profiles: Clarifying Expectations Is the Key to Hiring Success
      2. Performance Profiles Improve the Sourcing and Selection Process
      3. Prepare a Performance Profile: Step-by-Step Guide
      4. Case Study—A Performance Profile for a Product Marketing Manager
      5. Define the Job, Not the Person
      6. Three Ways to Prepare Performance Objectives
        1. 1. The Big-Picture Approach
          1. Ignorance Isn’t Bliss: Delegate Knowledge to the Candidate
        2. 2. The Micro-Approach: Convert Having to Doing
        3. 3. The Benchmarking Approach
    2. Sample Performance Profiles
      1. Organization Chart
    3. Diversity, Americans with Disabilities Act, and the Law
    4. In Brief: The Six Business Benefits of Using Performance Profiles
  6. 3. Talent-Centric Sourcing: Finding the Best Active and Passive Candidates
    1. The Best People are Looking—Finding and Hiring Them is the Challenge
    2. Primary Channels for a Sequenced Sourcing Program
    3. Offer Careers, Not Jobs
      1. Sourcing Starts by Understanding Why Top People Look
      2. The Sourcing Sweet Spot: Semi-Active and Semi-Passive Candidates
      3. Employer Branding versus Job Branding
    4. Use a Performance Profile as the Foundation for Better Sourcing
      1. How to Write Great Ads
        1. The Primary Rule about Posting Ads: Make Sure They Can Be Found
          1. Create a Candidate Profile to Find Connections to Ideal Candidates
      2. Career Web Site Design: The Central Control Point
        1. Marketing Advice to Improve Your Company’s Career Web Site’s Effectiveness
      3. Use Reverse Engineering and Search-Engine Optimization Techniques to Help Top People Find Your Postings More Easily
    5. Multilevel Sourcing: Use a Series of Sourcing Channels to Ensure a Constant Flow of Good Candidates
      1. Resume Databases and Customer Relationship Management
      2. Employee Referral Programs
      3. Recruit Passive Candidates Using Networking and Cold-Calling Techniques
        1. How to Work a Cold List
      4. Workforce Planning and Just-In-Time Sourcing
      5. Sourcing—It’s the Strategies, Not the Tactics, That Will Ultimately Determine Your Success
  7. 4. The Two-Question Performance-Based Interview
    1. The Four Core Traits of Universal Success
      1. Performance-based Hiring Formula for Predicting Performance
    2. The Most Important Interview Question of All Time
    3. The Second Most Important Question: Visualization and Problem Solving
    4. Gain More Insight Using the Two-Question Interview
      1. Use Work Charts to Understand Team and Management Skills
      2. Develop a Trend Line to Measure Long-Term Impact
      3. Anchor Every Performance Objective
      4. Visualize the Two to Three Most Important Performance Objectives
      5. The Do—Do—Do—Think Interview Pattern: The Key to Interviewing Accuracy
    5. The Complete Performance-Based Interview: Putting it All Together
      1. The Opening: Controlling the Jitters on Both Sides of the Desk
      2. Modifying the Two-Question Interview to Assess All Traits and Behaviors
        1. Alternate Forms of the Most Significant Accomplishment Question
      3. Assessing Character and Values
      4. Measuring Personality and Cultural Fit
    6. The Close: Use Recruiting to End Round One
    7. Fact-Finding: The Most Important Interviewing Technique
    8. Preparation is the Key
    9. The Telephone Interview Sets the Stage for the Candidate and the Interviewer
    10. What Not to Ask: The Inappropriate and Illegal Questions
      1. Complying with the Americans with Disabilities Act
    11. The Performance-Based Interview: Putting it All Together
  8. 5. The Evidence-Based Assessment
    1. Implement an Evidence-Based Assessment Process to Improve Selection Accuracy
      1. Balance across Critical Job Factors Is a Prerequisite to an Accurate Assessment
    2. Organizing the Interview
    3. Conducting the Evidence-Based Assessment Process
      1. No Level 2s!
      2. Conducting the Formal Debriefing Session
      3. How to Minimize All Common Interviewing Mistakes
      4. Assess Each of the 10 Best Predictors of On-the-Job Success
        1. 1. Talent to Do the Work
        2. 2. Motivation to Do the Work
        3. 3. Team Leadership: The Ability to Persuade, Motivate, and Cooperate with Others
        4. 4. Problem-Solving and Critical-Thinking Skills
        5. 5. Comparability of Past Accomplishments
        6. 6. Planning, Management, and Organization
        7. 7. Environmental and Cultural Fit
        8. 8. Trend of Performance over Time
        9. 9. Character: Values, Commitment, and Goals
        10. 10. Potential
    4. Spotting Fatal Flaws
    5. The Professionalism and Quality of the Interview Counts
  9. 6. Everything Else after the First Interview: Completing the Assignment
    1. Stay Objective: The First Interview Represents Less Than Half of the Total Assessment
    2. The Importance of Reference Checking
      1. How to Really Conduct a Reference Check
        1. 1. Qualifying the Reference
        2. 2. Qualifying the Candidate
    3. What to do in the Second Round of Interviews
      1. Conducting the Second Interview
    4. The Panel Interview: A Great Way to Save Time and Increase Accuracy
      1. How to Organize and Conduct a Panel Interview
        1. Primary Interviewer
        2. Secondary Interviewers
      2. Take-Home Case Study: Don’t Just Talk about the Job, Have the Candidate Do It
    5. Background Verifications: Cheap Insurance You Must Have
    6. Assessment Testing to Confirm, Not Predict, Competency
      1. Cognitive Ability Tests
      2. Personality, Style, and Behavioral Assessment Tests
    7. Performance-Based Interview: Putting it All Together
  10. 7. Recruiting, Negotiating, and Closing Offers
    1. Recruiting is Not Selling and Other Misconceptions About the Most Important Part of Hiring
      1. In the Beginning
    2. Why Candidates Take Jobs: Understanding and Managing Motivation
      1. The 30% PLUS Solution
    3. Create the Opportunity Gap by Asking Challenging Questions
    4. End the Interview on a Positive Note
    5. How to Negotiate and Close Offers
    6. Step-by-Step Through the Offer
    7. The Close: Putting it All Together
    8. Overcoming Objections: What to do When Things Go Wrong
      1. Close on an Objection
      2. Not Enough Money
      3. Counteroffers
      4. Apparent Lack of Promotional Opportunities
      5. Job Isn’t Big Enough or Not Challenging Enough
      6. Hesitating to Move to the Next Step
      7. Lack of Apparent Long-Term Opportunity
      8. The Take-Away to Address Hesitation or Resistance
      9. The Push-Away to Demonstrate Growth Opportunities
    9. Don’t Stop Recruiting from Beginning to End
      1. How to Shoot Yourself in the Foot and Other Recruiting Blunders
    10. Recruiting Brings it All Together
  11. 8. Implementing Performance-based Hiring
    1. Is it Too Late to Make Hiring Top Talent a Systematic Business Process?
      1. Defining and Obtaining Management Commitment
      2. Create a Talent-Centric Culture by Treating Candidates as Customers
        1. Understand How Top People Make Career Decisions
        2. Offer Careers, Not Jobs
        3. Performance Matters
      3. Implement Workforce Planning
    2. The Basics Steps: Implementing Performance-Based Hiring
      1. Start Using Performance Profiles
      2. Try Out Everything for Just One Assignment
        1. Prepare a Performance Profile Highlighting the Employee Value Proposition
        2. Write a Compelling Ad That Can Be Found
        3. Screen and Interview the Candidate Using the Basic Performance-Based Interview
        4. Start to Complete the 10-Factor Candidate Assessment Template
        5. Organize Other Interviewers and Conduct a Panel Interview
        6. Use the 10-Factor Candidate Assessment Template as the Basis for the Evidence-Based Assessment Process
        7. Complete the Assessment
        8. Recruit and Close Using the 30% PLUS Solution
        9. Try It a Few More Times until You’ve Mastered It
      3. Conduct a Pilot Program to Validate the Effectiveness of Performance-based Hiring
        1. Organize the Pilot Program and Validate the Creative Sourcing Program
          1. Validating the Interviewing and Assessment Methodology
    3. Golden Rules for Hiring Great People Every Time
  12. Appendixes
    1. A. The Legality of Performance-based Hiringsm
      1. What Laws are Causing Employment Litigation Today?
        1. Statutes
          1. Discrimination
          2. Harassment
          3. The Fair Credit Reporting Act and Other Laws Regulating Background Checks
        2. Common Law
      2. Deselecting the Problem Employee During the Hiring Process
        1. Using an Effective Application
        2. Background Checks
        3. Drug Tests
        4. Removing your Company from the Lottery Wheel of Justice
        5. Establishing an At-Will Basis of Employment
      3. Compliance with Applicable Law and Agency Guidelines
      4. Conclusion
        1. Hire with Your Head
        2. Sample Authorization for Background Verification
        3. Sample Comprehensive Agreement Employment At-Will and Arbitration
    2. B. A Discussion of the Validity of the Structured Interviews Used in the Performance-based Hiring Process
      1. Section 1: Content Validity
        1. Content Validity Defined
        2. Requirements for Content Validity
        3. Performance-based Hiring Content Validity
        4. Further Evidence of Content Validity
      2. Section 2: Overview of Interview Literature
        1. Interview Validity Levels
        2. Additional Validity Information
      3. Section 3: The Benefits of Structure
        1. Content Issues
        2. Process Issues
      4. Conclusion
      5. References
    3. C. Forms and Templates

Product information

  • Title: Hire With Your Head: Using Performance-Based Hiringsm to Build Great Teams, Third Edition
  • Author(s): Lou Adler
  • Release date: June 2007
  • Publisher(s): Wiley
  • ISBN: 9780470128350