Hire with your head using performance-based hiring to build outstanding diverse teams
Hire With Your Head
Hire With Your Head
"Since the talent market has undergone major changes over the past 10 years, this will be a major rewrite of the 2007 edition of Hire with Your Head, not just a chapter refresher. We'll be adding some new chapters, reorganizing the flow, modernizing the core concepts, and discussing the im...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2022]
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| Edición: | 4th ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009645694606719 |
Tabla de Contenidos:
- Intro
- Table of Contents
- Title Page
- Copyright
- Foreword
- NOTE
- Introduction: Performance-based Hiring, Four Editions Later
- A SHORT HISTORY ON THE IMPORTANCE OF HIRING TOP TALENT
- BEING MORE EFFICIENT DOING THE WRONG THINGS IS NOT PROGRESS
- CREATING A WIN-WIN HIRING CULTURE
- THE BIG THREE HIRING CHALLENGES
- CLARIFYING JOB EXPECTATIONS UP FRONT IS THE KEY TO HIRING OUTSTANDING PEOPLE
- WHY PERFORMANCE-BASED HIRING IS THE RIGHT BUSINESS PROCESS FOR HIRING
- NOTE
- Chapter 1: Define Your Talent Strategy Before You Design Your Hiring Process
- STOP MAKING TACTICAL EXCUSES FOR A STRATEGIC PROBLEM
- WIN-WIN HIRING: HIRING FOR THE ANNIVERSARY DATE, NOT THE START DATE
- NEGOTIATE WITH THE END IN MIND
- MORE HIGH TOUCH AND LESS HIGH TECH: CONVERT STRANGERS INTO ACQUAINTANCES
- NOTES
- Chapter 2: Step-by-Step Through the Performance-based Hiring Process
- WIN-WIN HIRING: HIRE FOR THE ANNIVERSARY DATE, NOT THE START DATE
- HIRING A GREAT PERSON STARTS WITH A GREAT JOB
- SUMMARY
- NOTES
- Chapter 3: The Best Candidates Are Often Not the Best Hires
- THE WORST CANDIDATES ARE OFTEN THE BEST HIRES
- SOME GREAT CANDIDATES BECOME GREAT HIRES, BUT MANY MORE DON'T
- WOULD YOU RATHER HIRE A GREAT CANDIDATE, OR SOMEONE WHO DELIVERS GREAT RESULTS?
- SUMMARY: AVOID THE 90-DAY WONDERS
- Chapter 4: Developing a Bias-Free Hiring Process
- CONDUCT A PRE-HIRE PERFORMANCE REVIEW
- USE ORGANIZED PANEL INTERVIEWS
- SCRIPT THE INTERVIEW AND GIVE CANDIDATES THE QUESTIONS
- WAIT 30 MINUTES BEFORE MAKING ANY YES OR NO DECISION
- TREAT CANDIDATES AS CONSULTANTS
- MEASURE FIRST IMPRESSIONS LAST
- SUMMARY
- NOTE
- Chapter 5: Using the BEST Test to Reduce Unconscious Bias
- TWO HUGE FLAWS IN PERSONALITY ASSESSMENTS THAT ARE OFTEN IGNORED
- PERSONALITY ASSESSMENTS ARE VALUABLE WHEN USED LATER IN THE HIRING PROCESS.
- TAKE THE BEST TEST BEFORE INTERVIEWING ANYONE
- SUMMARY: USE THE BEST TEST TO CONFIRM RATHER THAN PREDICT
- NOTE
- Chapter 6: The Hiring Formula for Success
- WIN-WIN HIRING BEGINS WITH THE END IN MIND
- THE BIG FOUR FIT FACTORS DRIVE MOTIVATION TO EXCEL
- THE FIT FACTORS AND THEIR IMPACT ON JOB PERFORMANCE
- SUMMARY
- NOTES
- Chapter 7: Understanding the Real Job Starts with a Performance Profile
- DEFINE THE WORK BEFORE DEFINING THE PERSON DOING THE WORK
- HIRE FOR PERFORMANCE TO ATTRACT OUTSTANDING TALENT
- THE LEGAL VALIDATION FOR USING PERFORMANCE-BASED HIRING
- DIFFERENT TECHNIQUES TO DEVELOP PERFORMANCE-BASED JOB DESCRIPTIONS
- CONVINCING HIRING MANAGERS TO USE PERFORMANCE PROFILES
- SUMMARY
- NOTES
- Chapter 8: Conducting the Exploratory Phone Screen
- THE EXPLORATORY PHONE SCREEN DRIVES HIRING SUCCESS
- USE THE PHONE SCREEN TO FIND AND RECRUIT SEMIFINALISTS
- SUMMARY: USE THE PHONE SCREEN TO CONTROL YOUR ENTIRE HIRING PROCESS
- Chapter 9: Conducting the Performance-based Interview
- CHECKLIST: THE PERFORMANCE-BASED HIRING INTERVIEWING PROCESS
- THE EIGHT-STEP PERFORMANCE-BASED INTERVIEW GUIDE
- WELL-ORGANIZED PANEL INTERVIEWS INCREASE ASSESSMENT ACCURACY
- KEY HIGHLIGHTS OF THE PERFORMANCE-BASED INTERVIEW PROCESS
- Chapter 10: Making the Assessment Using the Quality of Hire Talent Scorecard
- KEYS FOR CONDUCTING AN EVIDENCE-BASED CANDIDATE ASSESSMENT
- STEP-BY-STEP COMPLETING THE QUALITY OF HIRE TALENT SCORECARD
- ESSENTIAL CORE COMPETENCES
- ADDRESSING THE BALANCING ACT BETWEEN RECRUITABILITY AND COMPETENCY
- ORGANIZING THE INTERVIEW TO MAXIMIZE ASSESSMENT ACCURACY
- SUMMARY
- NOTES
- Chapter 11: Comparing Performance-based Hiring and Behavioral Event Interviewing
- LACK OF JOB ANALYSIS IS THE BIG GAP IN BEI
- BEHAVIORAL FACT-FINDING IS THE KEY TO AN ACCURATE ASSESSMENT.
- SUMMARY: PERFORMANCE-BASED INTERVIEWING IS BEI ON STEROIDS
- NOTES
- Chapter 12: Sourcing Outstanding Talent: Blending High Touch with High Tech
- SEMIFINALIST CRITERIA FOR PREQUALIFYING CANDIDATES
- UNDERSTANDING THE SOURCING AND RECRUITING FUNNEL
- MAKE IT PERSONAL: LET'S GO FOR A CAREER RIDE
- SOURCING CHECKLIST
- IMPLEMENTING A SCARCITY OF TALENT SOURCING PROGRAM
- THINK SMALL-BATCH, HIGH-TOUCH: SOURCE SEMIFINALISTS
- DEVELOP AN "IDEAL CANDIDATE PERSONA"
- DIRECT SOURCING AND NETWORKING
- INDIRECT SOURCING AND NETWORKING
- SUMMARY: NETWORKING RULES!
- NOTES
- Chapter 13: Start the Recruiting Process with a Career Discussion, Not a Sales Pitch
- CONDUCT CAREER DISCOVERY ON YOUR FIRST CALL
- RECRUITING IS GETTING THE CANDIDATE TO SELL YOU, NOT YOU SELLING THE CANDIDATE
- SUMMARY
- NOTE
- Chapter 14: Recruiting and Closing Top Performers
- THE BASICS OF RECRUITING AND CLOSING
- DON'T MAKE AN OFFER UNTIL YOU'RE 100% SURE IT WILL BE ACCEPTED
- TESTING OFFERS
- SUMMARY
- Chapter 15: Leveraging HR Technology to Implement Performance-based Hiring
- USING THE TRICKLE-UP APPROACH TO VALIDATE THE IMPACT
- USE SEEKOUT TO BUILD A TALENT PIPELINE OF OUTSTANDING DIVERSE TALENT
- HIRETUAL.COM OFFERS A UNIQUE AI APPROACH FOR SOURCING THE HARD TO FIND
- EIGHTFOLD TAKES A COMPREHENSIVE AI-APPROACH FOR MATCHING PEOPLE WITH OPPORTUNITIES BASED ON POTENTIAL
- PHENOM CONVERTS WORKFORCE PLANNING INTO A STRATEGY ASSET
- AI FOR SCREENING HAS A POWERFUL TOOL WITH PYMETRICS.AI
- CREATING AN INTERNAL MOBILITY PLATFORM USING SMARTRECRUITERS
- USING GREENHOUSE TO MAXIMIZE QUALITY OF HIRE
- CONDUCT A REFERENCE CHECK BEFORE MAKING AN OFFER USING CHECKSTER
- USE ONBOARDING TO START DELIVERING ON THE PROMISE
- FEEDBACK PROCESS CONTROL WITH OUTMATCH.COM
- CREATE A WIN-WIN HIRING CULTURE
- NOTES.
- Chapter 16: Use Performance-based Hiring to Create a Win-Win Hiring Culture
- DELIVER ON THE WIN-WIN HIRING PROMISE
- BUILDING A WIN-WIN HIRING CULTURE STARTS WITH THE RIGHT TALENT STRATEGY
- MEASURE AND MANAGE QUALITY OF HIRE
- USE HIGH TOUCH TO CREATE AN OUTSTANDING CANDIDATE EXPERIENCE
- TAKE THE RISK AND BIAS OUT OF THE "YES" DECISION
- HIRING STRONG PEOPLE IS THE FIRST STEP IN MANAGING A GREAT TEAM
- NOTES
- Appendix 1: Performance-based Hiring and Legal Compliance
- NOTE
- Appendix 2: Forms
- Index
- End User License Agreement.
