Hire with your head using performance-based hiring to build outstanding diverse teams
"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.
