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Hire With Your Head: Using Performance-Based Hiring to Build Outstanding Diverse Teams, 4th Edition

Hire With Your Head: Using Performance-Based Hiring to Build Outstanding Diverse Teams, 4th Edition

  • Author:
  • Publisher: John Wiley & Sons
  • ISBN: 9781119808886
  • Published In: September 2021
  • Format: Hardback , 336 pages
  • Jurisdiction: International ? Disclaimer:
    Countri(es) stated herein are used as reference only

List Price: HKD 350.00

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  • Contents 
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    Discover the secrets of one of the world’s leading talent acquisition experts

    In the newly revised Fourth Edition of Hire With Your Head: Using Performance-Based Hiring to Build Great Teams, influential recruiting and hiring expert Lou Adler delivers a practical guide to consistently identifying and hiring the best people and scaling that process throughout your company.

    This book will help you address your hiring and recruitment issues, not just by making you more efficient, but also by reforming your entire process to align with how top talent actually look for new jobs, compare offers, and select opportunities.

    You'll discover:

    • Discover what it takes to ensure more Win-Win Hiring outcomes by hiring for the anniversary date rather than the start date
    • How to use a "High Tech, High Touch" approach to raise the talent bar
    • Expand the talent pool to include more outstanding, high potential and diverse talent by defining work as a series of key performance objectives

    Perfect for hiring managers, recruiters, and HR and business leaders, Hire with Your Head is a must-read resource for anyone seeking to improve their ability to find, attract, and retain the top talent the world has to offer.

  • FOREWORD 8

    INTRODUCTION PERFORMANCE-BASED HIRING FOUR EDITIONS LATER 9

    A Short History on the Importance of Hiring Top Talent 9

    Being More Efficient Doing the Wrong Things Is Not Progress 10

    Creating a Win-Win Hiring Culture 11

    The Big Three Hiring Challenges 12

    Clarifying Job Expectations Upfront Is the Key to Hiring Outstanding People 12

    Why Performance-based Hiring Is the Right Business Process for Hiring 13

    CHAPTER 1 DEFINE YOUR TALENT STRATEGY BEFORE YOU DESIGN YOUR HIRING PROCESS 16

    Stop Making Tactical Excuses for a Strategic Problem 16

    The Importance of Having the Right Talent Strategy 17

    Supply vs Demand Needs to Drive Talent Strategy 17

    Comparing the Scarcity of Talent vs a Surplus of Talent Strategies 19

    Win-Win Hiring: Hiring for the Anniversary Date, Not the Start Date 20

    Develop an Ideal Candidate Persona to Achieve More Win-Win Hiring Outcomes 20

    Remove the "HAVING" Mindset and Shift to a Performance Qualified Screening Standard 21

    Negotiate with the End in Mind 22

    More High Touch and Less High Tech -- Convert Strangers into Acquaintances 23

    CHAPTER 2 STEP-BY-STEP THROUGH THE PERFORMANCE-BASED HIRING PROCESS 24

    Win-Win Hiring: Hire for the Anniversary Date, Not the Start Date 24

    Performance-based Hiring Is Designed to Raise the Bar 24

    Suboptimization Prevents Win-Win Hiring Outcomes 24

    Benchmarking How the Best People Find Jobs and Get Hired 25

    Hiring a Great Person Starts with a Great Job 25

    Define Success as Performance Objectives, Not Skills and Experiences 26

    Source Semi-finalists 26

    Conduct the Two-way Performance-based Interview 27

    Measure and Predict Quality of Hire 28

    Close on Career Growth, Not Compensation Maximization 29

    Use Onboarding to Clarify and Prioritize the Performance Objectives 30

    Deliver on the Promise 31

    Summary 32

    CHAPTER 3 THE BEST CANDIDATES ARE OFTEN NOT THE BEST HIRES 33

    The Worst Candidates Are Often the Best Hires 34

    Category 1: Great candidates must have all of the basic skills listed on the job description 34

    Category 2: Great candidates must agree to the terms of an offer before knowing the job 35

    Category 3: Great candidates need to be prepared, make a great first impression and be good at presenting themselves 35

    Some Great Candidates Become Great Hires, but Many More Don't 36

    Great Hires Are Easy to Define but Hard to Hire 36

    Category 4: Great hires deliver the results without making excuses 36

    Category 5: Great hires collaborate with others and build strong teams 37

    Category 6: Great hires effectively organize and manage themselves and their teams 37

    Who would you rather hire, a great candidate or someone who delivers the results? 38

    Summary -- Avoid the 90-day Wonders 38

    CHAPTER 4 DEVELOPING A BIAS-FREE HIRING PROCESS 40

    Conduct a Pre-hire Performance Review 40

    Never Meet Anyone in Person Before Conducting a Phone Screen 41

    Only invite semi-finalists for the full interview 41

    Use Organized Panel Interviews 42

    Then eliminate the 30-minute one-on-ones 42

    Script the Interview and Give Candidates the Questions 42

    Wait 30 Minutes Before Making Any Yes or No Decision 43

    Be a Juror -- Not a Judge 43

    Use Reverse Logic to Reveal and Reprogram Your Subconscious Biases 44

    Treat Candidates as Consultants 44

    Kill the Gladiators 45

    Use a talent scorecard to share evidence 45

    Measure First Impressions Last 46

    Summary 46

    CHAPTER 5 USING THE BEST TEST TO REDUCE UNCONSCIOUS BIAS 47

    Two Huge Flaws in Personality Assessments That Are Often Ignored 47

    Statistical Validation Understates the Impact of False Negatives 48

    Personality Assessments Are Valuable When Used Later in the Hiring Process 49

    Take the BEST Test Before Interviewing Anyone 50

    Changes in BEST Style Reveals Growth and Flexibility 51

    Assess Team Skills by Observing Changes in BEST Type Over Time 51

    Assess Flexibility by Observing Changes in BEST Under Stress 52

    Increase Interview Accuracy by Becoming Your "Least BEST" 52

    Summary -- Use the BEST Test to Confirm Rather Than Predict 53

    CHAPTER 6 THE HIRING FORMULA FOR SUCCESS 54

    Win-Win Hiring Begins with the End in Mind 54

    Predicting Hiring Success Requires Much More Than Assessing Ability 54

    The Hiring Formula for Success Captures the Dynamics of Actual Performance 56

    The Big Four Fit Factors Drive Motivation to Excel 57

    Define the Fit Factors as Part of the Job Description 57

    The Fit Factors and Their Impact on Job Performance 58

    The Impact of Managerial Fit on New Hire Success 59

    Job Fit: Intrinsic Motivation to Do the Work Actually Required 59

    Team Fit and EQ 60

    Cultural Fit is More Than a Value Statement 60

    Summary 61

    CHAPTER 7 UNDERSTANDING THE REAL JOB STARTS WITH A PERFORMANCE PROFILE 62

    Define the Work Before Defining the Person Doing the Work 62

    Hire for Performance to Attract Outstanding Talent 63

    The Legal Validation for Using Performance-based Hiring 64

    Shifting to a Performance Qualified Definition of On-the-Job Success 65

    Different Techniques to Develop Performance-based Job Descriptions 67

    Take a Tour of the Factory and Call Me in the Morning 68

    Basic Techniques for Determining the Key Performance Objectives 69

    Use the Process of Success and the Timeline to Determine the Key Subtasks 69

    Benchmark the Best People Doing the Same Job 70

    Convert "Having" to "Doing" 71

    Use the Four Work Types to Map Performance Objectives to the Company Lifecycle 73

    Use the Master Checklist to Develop the KPOs 74

    Job Branding -- Creating the Employee Value Proposition (EVP) 76

    Prioritize the Performance Objectives 77

    Convincing Hiring Managers to Use Performance Profiles 77

    The "no time" rebuttal 77

    The "When are you going to tell the candidate?" approach 78

    The "become a top manager" rebuttal 78

    Conduct an "A vs B" test 78

    Tell some stories about people who have been promoted 78

    Dealing with the diehards 78

    Summary 79

    CHAPTER 8 CONDUCTING THE EXPLORATORY PHONE SCREEN 81

    The Exploratory Phone Screen Drives Hiring Success 81

    The Phone Screen Is the "Swiss Army Knife" of Hiring 82

    With a Phone Screen You Only Need 3-4 Semi-finalists to Make One Great Hire 83

    Use the Phone Screen to Find and Recruit Semi-finalists 83

    Conducting the Phone Screen Work History Review 85

    Semi-finalists Must Answer These Two Questions 85

    Assess the comparability of the accomplishments to the KPOs 86

    Connect the two accomplishments to see the trend of performance over time 87

    Determine if the person is recruitable 87

    Summary -- Use the Phone Screen to Control Your Entire Hiring Process 88

    CHAPTER 9 CONDUCTING THE PERFORMANCE-BASED INTERVIEW 89

    Checklist: The Performance-based Hiring Interviewing Process 89

    The 8-Step Performance-based Interview Guide 91

    Step 1: Introduction, Review Job and Discover Motivation for Looking 91

    Step 2: Put Your Biases in the Parking Lot by Measuring the Impact of First Impression 93

    Step 3: Conduct a Work History Review 94

    Step 4: Assess 2-3 Major Accomplishments 95

    Step 4a: Assess 1-2 Major Team Accomplishments 97

    Step 5: Assess Critical Thinking and Job-related Problem-solving Skills 98

    Step 6: Delay the Candidate's Questions Until the End of the Interview 100

    Step 7: Determine Candidate Interest and Recruiting Opportunity 101

    Step 8: Measure First Impression Again, Last and Compare 103

    You can never out-yell a hiring manager, but you can out-fact them 104

    Well-organized Panel Interviews Increase Assessment Accuracy 105

    The Big Reasons Candidates Should Be Interviewed by a Panel 106

    Steps for Organizing a Panel Interview 107

    Have all interviewers on the panel review the performance-based job description and the talent scorecard before the interview session starts 107

    Script the Performance-based Interview to use as an organizing tool 107

    It's vital that there is only one leader in a panel interview with everyone else acting as fact-finders only 107

    Leaders can be fact-finders, but fact-finders can't be leaders 108

    Capture everyone's insight right after the interview 108

    Key Highlights of the Performance-based Interview Process 108

    CHAPTER 10 MAKING THE ASSESSMENT USING THE QUALITY OF HIRE TALENT SCORECARD 110

    Keys for Conducting an Evidence-based Candidate Assessment 110

    Understanding the 1-5 Ranking System 111

    Share Evidence in a Live Formal Debriefing Session 111

    Invoke the NO 2s! Rule to Raise the Talent Bar 112

    The NO 2s! Warning Signs for Each Factor 112

    Step-by-Step Completing the Quality of Hire Talent Scorecard 114

    Basic Competencies 114

    Core Skills 114

    Overall Experience 114

    Achiever Pattern and Trend of Growth 115

    Essential Core Competences 116

    Situational Fit Factors 117

    How to Accurately Predict Managerial Fit and Ensure a Great Hire 118

    Culture & Environmental Fit 118

    Addressing the Balancing Act Between Recruitability and Competency 120

    Organizing the Interview to Maximize Assessment Accuracy 120

    Modification for Problem-Solving 121

    Modification for Team Skills 121

    Summary 121

    CHAPTER 11 COMPARING PERFORMANCE-BASED HIRING AND BEHAVIORAL EVENT 123

    Lack of Job Analysis is the Big Gap in BEI 123

    Behavioral Fact-finding is the Key to an Accurate Assessment 124

    Seeking the Advice and Counsel of Sherlock Holmes Himself 125

    Assess Team Skills by Finding Deductive Evidence 126

    A Simple Hack to Ensure an Accurate and Unbiased Assessment 126

    Summary -- Performance-based Interviewing is BEI on Steroids 127

    CHAPTER 12 SOURCING OUTSTANDING TALENT -- BLENDING HIGH TOUCH WITH HIGH TECH 129

    Semi-finalist Criteria for Prequalifying Candidates 129

    Small Batch, High Touch 130

    Understanding the Sourcing and Recruiting Funnel 130

    Two Buyers: The Hiring Manager and the Top Person 130

    Make It Personal -- Let's Go for a Career Ride 131

    Sourcing Checklist 132

    Implementing a Scarcity of Talent Sourcing Program 133

    Think Small Batch, High Touch: Source Semi-finalists 133

    Conduct a Career Zone Analysis to Find Out Where to Fish 133

    Use Supply vs Demand to Implement a Targeted Multi-channel Sourcing Plan 135

    Develop an "Ideal" Candidate Persona 136

    Prepare Customized and Targeted Messaging 138

    Job Branding and the EVP 138

    Job Postings, Job Boards and Reverse Engineering 139

    Tag Lines that Speak the Language of the Ideal Prospect 139

    Use Emails as the First Step in a High Touch Process 140

    Direct Sourcing and Networking 141

    A "Clever" Boolean Search to Learn the Basics of Direct Sourcing for Semi-finalists 142

    Diversity Matters 144

    Using LinkedIn Filters to Find More Achievers 145

    In-direct Sourcing and Networking 145

    Getting Referrals is Still the Best Way to Find Outstanding Talent Quickly 145

    Convert Strangers into Acquaintances Before They Become Candidates 146

    Weak Connections are Recruiter's Gold 147

    Leverage Your Employee Referral Program -- Create a PERP 148

    Summary -- Networking Rules! 149

    CHAPTER 13 START THE RECRUITING PROCESS WITH A CAREER DISCUSSION, NOT A SALES PITCH 151

    Conduct Career Discovery on Your First Call 151

    First, Put the Right People on the Bus -- Only Semi-finalists 152

    Only Ask "Yes" Questions and Don't Take "No" for an Answer 153

    Overcome Preliminary Objections and Concerns 153

    How to Answer the "What's a Career Move?" Question 154

    Review the Person's Profile Before Describing the Job 155

    Build a 10-minute Relationship by Controlling the Conversation 155

    Recruiting is Getting the Candidate to Sell You, Not You Selling the Candidate 156

    How to Handle Compensation by Not Discussing It Too Soon 156

    Gain Concessions to Negotiate the Offer as a Series of Steps 158

    Summary 158

    CHAPTER 14 RECRUITING AND CLOSING TOP PERFORMERS 160

    The Basics of Recruiting and Closing 160

    Recruiting is Not Selling, It's Listening 160

    Stay the Buyer from the Beginning of the Process to the Very End 162

    Make Passive Candidates Earn the Job to Increase Its Value 163

    Minimize the Negatives; Accentuate the Positives 163

    Don't Make an Offer Until You're 100% Sure It Will be Accepted 164

    Testing and Negotiating the Offer by Getting Continuous Concessions 164

    Position Your Job as a Career Move 165

    Avoid Job Hopping Syndrome 166

    Testing Offers 167

    Use 1-10 Test of Interest to Uncover Concerns 167

    Closing, Testing and Negotiating Offers 168

    Closing Upon a Concern 169

    Use a Secondary Close to Test Seriousness 169

    Use a Counterproposal to Get 100% Commitment 170

    Summary 172

    CHAPTER 15 LEVERAGING HR TECHNOLOGY TO IMPLEMENT PERFORMANCE-BASED HIRING 173

    Using the Trickle Up Approach to Validate the Impact 173

    Use SeekOut to Build a Talent Pipeline of Outstanding Diverse Talent 174

    Hiretual.com Offers a Unique AI Approach for Sourcing the Hard to Find 175

    Phenom Converts Workforce Planning into a Strategy Asset 176

    AI for Screening Has a Powerful Tool with pymetrics.ai 177

    Creating an Internal Mobility Platform Using SmartRecruiters 177

    Using Greenhouse to Maximize Quality of Hire 178

    Conduct a Reference Check Before Making an Offer Using Checkster 178

    Use Onboarding to Start Delivering on the Promise 179

    Feedback Process Control with OutMatch.com 180

    Create a Win-Win Hiring Culture 181

    CHAPTER 16 USE PERFORMANCE-BASED HIRING TO CREATE A WIN-WIN HIRING CULTURE 182

    Deliver on the Win-Win Hiring Promise 182

    The Performance-based Future of Hiring 183

    Create a Win-Win Hiring Culture 183

    Building a Win-Win Hiring Culture Starts with the Right Talent Strategy 184

    Hiring as an Integrated System, Not a Sequence of Separate Steps 185

    Benchmarking Best Practices 185

    Measure and Manage Quality of Hire 186

    Use High Touch to Create an Outstanding Candidate Experience 187

    Take the Risk and Bias Out of the "Yes" Decision 189

    Hiring Strong People Is the First Step in Managing a Great Team 190

    APPENDIX 191

    Performance-based Hiringsm and Legal Compliance 191

    APPENDIX 2 194

    Exploratory Phone Screen Talent Scorecard 195

    The Performance-based Phone Screen 196

    Quality of Hire Talent Scorecard 197

    The Performance-based Interview (1/2) 198

    The Performance-based Interview (2/2) 199

    The Ideal Candidate Persona (1/2) 200

    The Ideal Candidate Persona (2/2) 201

    About the Author

    Index

     
  • LOU ADLER is CEO and Founder of Performance-based Hiring Learning Systems, a firm that shows recruiters and hiring managers around the world how to source, interview, and hire the strongest and most diverse talent. He is the author of Hire with Your Head and The Essential Guide for Hiring & Getting Hired.

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