book

The Effective Hiring Manager

by Mark Horstman

October 2019

Intermediate to advanced

240 pages

4h 30m

English

Wiley

Audiobook available

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How to Solve a Hiring Problem Without Hiring
Looking Beyond Traits and CharacteristicsKnowing the Necessary Behaviors for the Job
How a Simple Behavioral Interview Question SOUNDSThe Three Parts of a Simple Behavioral Interview Question—And WhyNote

Titles—What to Look ForDates—What to Look ForCompanies—What to Look ForCareer Progression—What to Look ForResponsibilities—What to Look ForAccomplishments—What to Look ForEducation—What to Look ForAccuracy—What to Look ForDensity—What to Look ForHow to Decide Whom to Screen Further
Thirty Minutes Is EnoughYou Make the Phone CallGive Them a Brief Process OverviewStart with “Tell Me About Yourself” (TMAY)Ask One or Two Behavioral Questions, Time PermittingNo Need to Share Your Decision at the Time
You Start—(30) Minutes—No Interview—Brief Logistics(All) of Your Directs InterviewYou Interview Last for 90–120 Minutes
Reason Why Not #1: The Right WayReason Why Not #2: Loss of Multiple Effective PerspectivesReason Why Not #3: Negative Correlation to EffectivenessReason Why Not #4: Candidates Hate ThemReason Why Not #5: They’re Not Safer
The Importance of Asking the Same QuestionsPreparation Makes for a Productive Interview
IntroductionsBrief Small TalkInterview OverviewTell Me About YourselfCore Behavioral Questions Come NextCustom/Targeted QuestionsAnswering QuestionsHow to Evaluate Candidate QuestionsNote
Pre-Print the Questions on Your Answer SheetHandwritten Notes OnlyWrite Down as Much as You CanWrite Down Exactly What You HearUse Abbreviations
All Good Probes Start with an Apology, and Then Ask for Additional InformationProbing for a Critical Behavior: Communication
Meeting LogisticsUse the “What and Why” Method of ReportingDeciding Whether to Make an OfferHow to Decide When Interviewing Multiple Candidates
1. Start with an Admission and Factual Questions2. “Would you please confirm the dates of employment?”3. “Could you confirm the job title for me please?”4. “Please comment on the accuracy of the following job description.”5. Always Be Thankful to Build Rapport6. Then Progress to More Substantive Questions7. “I was told about Project X. Can you confirm his involvement?” followed by, “Can you tell me about the results?”8. “What was his best contribution?”9. “What would you say his areas for improvement are?”10. “We are looking at him for ____ role. How would you assess that fit?”11. “If you were me/us, any concerns about employing him/her?”
Do Some Prep WorkConsider Increasing Parts of the OfferMake the Offer the Moment You’re Ready and You CanDon’t Wait to Make an Offer in WritingIt’s Okay to Leave a VoicemailBe Upbeat; Don’t Forget Praise and CongratulationsThe Five Components of an OfferAsk for AcceptanceMake Yourself Available for QuestionsMake HR AvailableKeep Other Candidates on HoldCall Every Three Days for an Update
You’re Obligated to Notify a Candidate of a “No” ExpeditiouslyYou Can Wait for an Acceptance Before Notifying a Declined CandidateYou Can Rule Candidates Out Before You Make a HireBe Direct and Simple When You Inform ThemYou Can Offer Feedback, But You Don’t Have To
Communicate Personally and Directly with Both CandidatesImmediately Communicate to Both That the Decision Is PendingShortly Thereafter, Offer the Top Candidate
The Phases of OnboardingDiscipline Makes Learning PossibleSwitch from Weaknesses to StrengthsCommunicate and ReportThe Manager Tools Onboarding Checklist

Overview

Essential hiring and team-building lessons from the #1 Podcaster in the world

The Effective Hiring Manager offers an essential guide for managers, team leaders, and HR professionals in organizations large or small. The author’s step-by-step approach makes the strategies easy to implement and help to ensure ongoing success.

Hiring effectively is the single greatest long-term contribution to your organization. The only thing worse than having an open position is filling it with the wrong person. The Effective Hiring Manager offers a proven process for solving these problems and helping teams and organizations thrive.

The fundamental principles of hiring and interviewing
How to create criteria to hire by
How to create excellent interview questions
How to review resumes
How to conduct phone screens
How to structure an interview day
How to conduct each interview
How to capture interview results
How to make an offer
How to decline a candidate
How to onboard candidates

Written by Mark Horstman, co-founder of Manager Tools and an expert in training managers, The Effective Hiring Manager is an A to Z handbook to the successful hiring process. The book explores, in helpful detail, what it takes to hire the right person, for the right job, and the right team.