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The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers

The Talent Edge A Behavioral Approach to Hiring, Developing, and Keeping Top Performers

  • Author:
  • Publisher: John Wiley & Sons
  • ISBN: 9781118206782
  • Published In: November 2011
  • Format: Hardback , 232 pages
  • Jurisdiction: International ? Disclaimer:
    Countri(es) stated herein are used as reference only

List Price: HKD 350.00

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    A practical step-by-step approach to hiring the right person.

    Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions.

    The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it.

    Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.

  • Acknowledgements

    Introduction: Leaders Needed

    Chapter 1: Value Beyond the Balance Sheet: The Right People
    Are Your People Really Your Competitive Advantage?
    The Traditional Interview: Rolling the Dice
    The Hiring Manager
    The Human Resources Professional
    Behavioral Interviewing: Examining the Past to Predict the Future
    Not a Cookie-Cutter Approach
    Case Study Profiles That Lead the Way
    A Vision of Organizational Clarity

    Chapter 2: Making the Business Case for Behavioral Interviewing
    Competing for the Best
    Why Hiring Decisions Fail
    The Job Description
    The Ré sumé
    Technical Credentials
    Experience
    Hypothetical Situations and Opinions
    Behavioral Information
    Comparing Types of Information
    The Interviewing Skills of the Candidate
    The Time It Takes for a Decision
    Reference Checks
    Structured and Unstructured Interviews
    The Odds and the Options
    Determining the Economic Value-Added
    Getting Buy-In From the Organization
    Case Studies: Two Approaches to Behavioral Interviewing
    Summary

    Chapter 3: The Organization, the Job, and the Candidate: The Right Fit
    Understanding What to Look for
    Employees Success and Failure
    The Importance of Defining Fit
    Organizational Values
    Organizational Culture
    Organizational Vision
    Corporate Mission, Strategy, and Objectives
    Linking Values to Behaviors
    The What and How of a Job
    Technical Knock-Out Factors
    Behavioral Competencies
    Transferability: The Hierarchy of Behaviors
    Developing Behavioral Competencies in Your Unique Organization
    A Road Map for Success
    Working With Values: Case Studay Examples
    Summary

    Chapter 4: Developing Behavioral Profiles that Benchmark Top Performance
    Identifying, Examining, and Describing Top Performance
    Critical Incidents
    A Critical Incident: An Example
    Breaking Down the Incident
    The Right Critical Incident and Behaviors
    Critical Incidents and Behavioral Interviewing
    Focus Groups
    Identifying Must-Have and Preferred Behavioral Competencies
    Writing the Behavioral Profile
    Sample Behavioral Profile
    Case Study Profiles
    Summary

    Chapter 5: Writing Behavioral Questions that Elicit High-Yield Information
    Behavioral Questions
    Key Words
    Sample Behavioral Questions
    The Interview Guide
    Summary

    Chapter 6: Interviewing to Select and Sell the Best
    Laying the Groundwork
    How Much Structure?
    Time Allocation
    How Many Interviews?
    Note Taking: Recording Behavioral Information
    Preparing for the Interview
    Opening the Interview
    The Agenda-Setting Statement
    Open-Ended and Closed-Ended Questions
    Listening
    Probing
    Getting Behavioral Answers
    Selling Your Organization
    Closing the Interview
    Behavioral Reference Checks
    Post-Interview Debriefings
    Ensuring the Fit of Your Selection
    Training Hiring Managers to do Behavioral Interviewing
    Case Study Profiles
    Summary

    Chapter 7: Doing the Numbers: The Right Decision
    Suspending Judgement and Developing a Common Language of Assessment
    The Process
    Determining Evidence of Behaviors
    Scoring Responses: Using the Anchored Rating Scale
    Anchored Rating System
    Case Study Profiles
    Sample Response Rating
    Common Rating and Profile Assessment Errors
    The Decision
    Making the Offer

    Chapter 8: Aligning Organizational Values, Strategy and People: A Common Language of Success
    The Hub of the Wheel
    Michelin North America
    HMV North America
    Calgary Police Service
    Abbott Labs
    Thomas Cook
    Starbucks
    Sprint Canada
    A Final Thought: Championing a Behavioral Approach

    Chapter 9: Hiring in a Dot-Com Start-Up: The Tug of War Between Growth and Time
    Does Hiring Right Work When You're Hiring Fast?
    An All-Out Hiring Blitz
    First Steps: Easing in a Behavioral Approach
    Seizing the Opportunity to Spread the Word
    Adaptions to the Behavioral Interviewing Workshop
    Benefits to the Organization: Adapting to Change, Choosing the Right Competencies and Building a Global Culture
    How Hiring Managers and Senior Executives Have Embraced the Process
    Conclusion: A Step-by-Step Approach

    Index

  • Dr. David S. Cohen is a Principal in the Strategic Action Group, a consulting firm specializing in human resources development. His work with corporations is in several primary areas: management and leadership development; behavioral-based recruitment, selection, and performance management; helping corporations to articulate their values and develop a strategic vision; creating high-performance, results-focused teams.

    Dr. Cohen's background spans both corporate consulting and education. He has consulted with a diverse group of industries in Canada., the United Kingdom, and the United States, specializing in the design and delivery of management development programs and human resources processes that are integrated with the business plan, vision, and values of individual clients.
     

    Dr. Cohen is a sought-after speaker on human resource issues that has presented frequently for groups such as Linkage, the Institute for International Research, Insight, IQPC, the Canadian Management Centre (of American Management Association International), and the Human Resources Professional Association of Ontario Annual Conference. He is also called upon as a keynote speaker at a variety of corporate programs.
    Dr. Cohen holds a doctorate in Education from Boston University and is a member of the Human Resources Professional Association of Ontario (HRPAO).

  • "Talent management— hiring, developing, and retaining top performers— is essential for any company competing for rare knowledge workers. Cohen's The Talent Edge explains in very clear language how to begin establishing a truly world-class performance management system by identifying which candidates are the most capable of top performance and are the best fit for your organization."
    Stephen McIntosh, Program Manager, Cicso Systems, Inc.

    "I cannot afford to hire an employee that does not fit in or is less than fully productive. David Cohen has provided us in The Talent Edge a 'how to' which will ensure a successful hiring process. A must-read in today's competitive talent hunt."
    Robin Wohnsigl, President, Air Canada Technical Services

    "Both impressive and comprehensive, The Talent Edge shows why David Cohen is a leading authority on behavioral interviewing. This is a book no one involved in the hiring process should be without. Outstanding in both its scope and practical application."
    Wendy Parkes, Senior Manager, Career Development, Emfisys Division, Bank of Montreal

    "I shudder to think how much time, energy, and money is wasted by managers who still go by a 'gut instinct' when hiring people! I'm recommending The Talent Edge to all my clients. It's a solid, meat-and-potatoes book— straightforward, thorough, practical, and useful."
    BJ Gallagher Hateley, coauthor of A Peacock in the Land of Penguins and What Would Buddha Do at Work?

    "In The Talent Edge, David Cohen demystifies behavioral interviewing, which is arguably the most popular selection screening tol used in North America. It is an engaging primer for the manager confused by his or her poor choices in hiring."
    Richard E. Boyatzis, PhD, Professor and Chair, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University

    "The Talent Edge is a sharp, thorough, and practical guide for line managers and human resources professionals eager to ensure they're getting the best and the right talent for their organizations. Cohen's approach is well grounded in research but is rich with real-world examples and immediately applicable tools for those engaged in the war for talent."
    Lori Byran, Consultant, and Former Leadership Development Manager for Hallmark Cards, Inc.

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