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

Name: Hire With Your Head: Using Performance-Based Hiringsm to Build Great Teams, Third Edition
Author: Lou Adler
ISBN: 9780470128350

by Lou Adler

June 2007

Intermediate to advanced

320 pages

7h 43m

English

Wiley

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Copyright
Foreword
Preface
The Best are Different Than the Rest
1. Performance-based Hiring: A Systematic Process for Hiring Top Talent
A Rude Awakening—What it Really Takes to Get AheadBenchmarking the BestHiring is Too Important to Leave to ChanceThrow Away Everything You Know About HiringWhen Getting the Job Is More Important Than Doing the JobSubstitute the Job as the Dominant Selection CriteriaIncrease Objectivity during the InterviewA Short Course on InterviewingGet Candidates to Give Good AnswersUsing a Systematic Process for Hiring Top TalentPutting the Pieces Together: A Road Map to the Organization of this BookChapter-by-Chapter Summary
2. Performance Profiles: Define Success, Not Skills
If You Want to Hire Superior People, First Define Superior PerformanceUse the Same Criteria for External Hiring as You Do for Internal MovesIt’s What You Do with What You Have, Not What You Have That CountsPreparing Performance Profiles: Clarifying Expectations Is the Key to Hiring SuccessPerformance Profiles Improve the Sourcing and Selection ProcessPrepare a Performance Profile: Step-by-Step GuideCase Study—A Performance Profile for a Product Marketing ManagerDefine the Job, Not the PersonThree Ways to Prepare Performance Objectives1. The Big-Picture ApproachIgnorance Isn’t Bliss: Delegate Knowledge to the Candidate2. The Micro-Approach: Convert Having to Doing3. The Benchmarking ApproachSample Performance ProfilesOrganization ChartDiversity, Americans with Disabilities Act, and the LawIn Brief: The Six Business Benefits of Using Performance Profiles
3. Talent-Centric Sourcing: Finding the Best Active and Passive Candidates
The Best People are Looking—Finding and Hiring Them is the ChallengePrimary Channels for a Sequenced Sourcing ProgramOffer Careers, Not JobsSourcing Starts by Understanding Why Top People LookThe Sourcing Sweet Spot: Semi-Active and Semi-Passive CandidatesEmployer Branding versus Job BrandingUse a Performance Profile as the Foundation for Better SourcingHow to Write Great AdsThe Primary Rule about Posting Ads: Make Sure They Can Be FoundCreate a Candidate Profile to Find Connections to Ideal CandidatesCareer Web Site Design: The Central Control PointMarketing Advice to Improve Your Company’s Career Web Site’s EffectivenessUse Reverse Engineering and Search-Engine Optimization Techniques to Help Top People Find Your Postings More EasilyMultilevel Sourcing: Use a Series of Sourcing Channels to Ensure a Constant Flow of Good CandidatesResume Databases and Customer Relationship ManagementEmployee Referral ProgramsRecruit Passive Candidates Using Networking and Cold-Calling TechniquesHow to Work a Cold ListWorkforce Planning and Just-In-Time SourcingSourcing—It’s the Strategies, Not the Tactics, That Will Ultimately Determine Your Success
4. The Two-Question Performance-Based Interview
The Four Core Traits of Universal SuccessPerformance-based Hiring Formula for Predicting PerformanceThe Most Important Interview Question of All TimeThe Second Most Important Question: Visualization and Problem SolvingGain More Insight Using the Two-Question InterviewUse Work Charts to Understand Team and Management SkillsDevelop a Trend Line to Measure Long-Term ImpactAnchor Every Performance ObjectiveVisualize the Two to Three Most Important Performance ObjectivesThe Do—Do—Do—Think Interview Pattern: The Key to Interviewing AccuracyThe Complete Performance-Based Interview: Putting it All TogetherThe Opening: Controlling the Jitters on Both Sides of the DeskModifying the Two-Question Interview to Assess All Traits and BehaviorsAlternate Forms of the Most Significant Accomplishment QuestionAssessing Character and ValuesMeasuring Personality and Cultural FitThe Close: Use Recruiting to End Round OneFact-Finding: The Most Important Interviewing TechniquePreparation is the KeyThe Telephone Interview Sets the Stage for the Candidate and the InterviewerWhat Not to Ask: The Inappropriate and Illegal QuestionsComplying with the Americans with Disabilities ActThe Performance-Based Interview: Putting it All Together
5. The Evidence-Based Assessment
Implement an Evidence-Based Assessment Process to Improve Selection AccuracyBalance across Critical Job Factors Is a Prerequisite to an Accurate AssessmentOrganizing the InterviewConducting the Evidence-Based Assessment ProcessNo Level 2s!Conducting the Formal Debriefing SessionHow to Minimize All Common Interviewing MistakesAssess Each of the 10 Best Predictors of On-the-Job Success1. Talent to Do the Work2. Motivation to Do the Work3. Team Leadership: The Ability to Persuade, Motivate, and Cooperate with Others4. Problem-Solving and Critical-Thinking Skills5. Comparability of Past Accomplishments6. Planning, Management, and Organization7. Environmental and Cultural Fit8. Trend of Performance over Time9. Character: Values, Commitment, and Goals10. PotentialSpotting Fatal FlawsThe Professionalism and Quality of the Interview Counts
6. Everything Else after the First Interview: Completing the Assignment
Stay Objective: The First Interview Represents Less Than Half of the Total AssessmentThe Importance of Reference CheckingHow to Really Conduct a Reference Check1. Qualifying the Reference2. Qualifying the CandidateWhat to do in the Second Round of InterviewsConducting the Second InterviewThe Panel Interview: A Great Way to Save Time and Increase AccuracyHow to Organize and Conduct a Panel InterviewPrimary InterviewerSecondary InterviewersTake-Home Case Study: Don’t Just Talk about the Job, Have the Candidate Do ItBackground Verifications: Cheap Insurance You Must HaveAssessment Testing to Confirm, Not Predict, CompetencyCognitive Ability TestsPersonality, Style, and Behavioral Assessment TestsPerformance-Based Interview: Putting it All Together
7. Recruiting, Negotiating, and Closing Offers
Recruiting is Not Selling and Other Misconceptions About the Most Important Part of HiringIn the BeginningWhy Candidates Take Jobs: Understanding and Managing MotivationThe 30% PLUS SolutionCreate the Opportunity Gap by Asking Challenging QuestionsEnd the Interview on a Positive NoteHow to Negotiate and Close OffersStep-by-Step Through the OfferThe Close: Putting it All TogetherOvercoming Objections: What to do When Things Go WrongClose on an ObjectionNot Enough MoneyCounteroffersApparent Lack of Promotional OpportunitiesJob Isn’t Big Enough or Not Challenging EnoughHesitating to Move to the Next StepLack of Apparent Long-Term OpportunityThe Take-Away to Address Hesitation or ResistanceThe Push-Away to Demonstrate Growth OpportunitiesDon’t Stop Recruiting from Beginning to EndHow to Shoot Yourself in the Foot and Other Recruiting BlundersRecruiting Brings it All Together

8. Implementing Performance-based Hiring
Is it Too Late to Make Hiring Top Talent a Systematic Business Process?Defining and Obtaining Management CommitmentCreate a Talent-Centric Culture by Treating Candidates as CustomersUnderstand How Top People Make Career DecisionsOffer Careers, Not JobsPerformance MattersImplement Workforce PlanningThe Basics Steps: Implementing Performance-Based HiringStart Using Performance ProfilesTry Out Everything for Just One AssignmentPrepare a Performance Profile Highlighting the Employee Value PropositionWrite a Compelling Ad That Can Be FoundScreen and Interview the Candidate Using the Basic Performance-Based InterviewStart to Complete the 10-Factor Candidate Assessment TemplateOrganize Other Interviewers and Conduct a Panel InterviewUse the 10-Factor Candidate Assessment Template as the Basis for the Evidence-Based Assessment ProcessComplete the AssessmentRecruit and Close Using the 30% PLUS SolutionTry It a Few More Times until You’ve Mastered ItConduct a Pilot Program to Validate the Effectiveness of Performance-based HiringOrganize the Pilot Program and Validate the Creative Sourcing ProgramValidating the Interviewing and Assessment MethodologyGolden Rules for Hiring Great People Every Time
Appendixes
A. The Legality of Performance-based Hiringsm
What Laws are Causing Employment Litigation Today?StatutesDiscriminationHarassmentThe Fair Credit Reporting Act and Other Laws Regulating Background ChecksCommon LawDeselecting the Problem Employee During the Hiring ProcessUsing an Effective ApplicationBackground ChecksDrug TestsRemoving your Company from the Lottery Wheel of JusticeEstablishing an At-Will Basis of EmploymentCompliance with Applicable Law and Agency GuidelinesConclusionHire with Your HeadSample Authorization for Background VerificationSample Comprehensive Agreement Employment At-Will and Arbitration
B. A Discussion of the Validity of the Structured Interviews Used in the Performance-based Hiring Process
Section 1: Content ValidityContent Validity DefinedRequirements for Content ValidityPerformance-based Hiring Content ValidityFurther Evidence of Content ValiditySection 2: Overview of Interview LiteratureInterview Validity LevelsAdditional Validity InformationSection 3: The Benefits of StructureContent IssuesProcess IssuesConclusionReferences
C. Forms and Templates

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Appendix C. Forms and Templates

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

by Lou Adler

Appendix C. Forms and Templates

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