Adler, Lou <br/><br/>
Hire with your head:    using performance-based hiring to build outstanding diverse teams 

 - 4th 
 - New Jersey  John Wiley & Sons, Inc.  2022 
 - xxv, 310 p. 
<br/><br/>TABLE OF CONTENTS<br/>FOREWORD 8<br/><br/>INTRODUCTION PERFORMANCE-BASED HIRING FOUR EDITIONS LATER 9<br/><br/>A Short History on the Importance of Hiring Top Talent 9<br/><br/>Being More Efficient Doing the Wrong Things Is Not Progress 10<br/><br/>Creating a Win-Win Hiring Culture 11<br/><br/>The Big Three Hiring Challenges 12<br/><br/>Clarifying Job Expectations Upfront Is the Key to Hiring Outstanding People 12<br/><br/>Why Performance-based Hiring Is the Right Business Process for Hiring 13<br/><br/>CHAPTER 1 DEFINE YOUR TALENT STRATEGY BEFORE YOU DESIGN YOUR HIRING PROCESS 16<br/><br/>Stop Making Tactical Excuses for a Strategic Problem 16<br/><br/>The Importance of Having the Right Talent Strategy 17<br/><br/>Supply vs Demand Needs to Drive Talent Strategy 17<br/><br/>Comparing the Scarcity of Talent vs a Surplus of Talent Strategies 19<br/><br/>Win-Win Hiring: Hiring for the Anniversary Date, Not the Start Date 20<br/><br/>Develop an Ideal Candidate Persona to Achieve More Win-Win Hiring Outcomes 20<br/><br/>Remove the "HAVING" Mindset and Shift to a Performance Qualified Screening Standard 21<br/><br/>Negotiate with the End in Mind 22<br/><br/>More High Touch and Less High Tech -- Convert Strangers into Acquaintances 23<br/><br/>CHAPTER 2 STEP-BY-STEP THROUGH THE PERFORMANCE-BASED HIRING PROCESS 24<br/><br/>Win-Win Hiring: Hire for the Anniversary Date, Not the Start Date 24<br/><br/>Performance-based Hiring Is Designed to Raise the Bar 24<br/><br/>Suboptimization Prevents Win-Win Hiring Outcomes 24<br/><br/>Benchmarking How the Best People Find Jobs and Get Hired 25<br/><br/>Hiring a Great Person Starts with a Great Job 25<br/><br/>Define Success as Performance Objectives, Not Skills and Experiences 26<br/><br/>Source Semi-finalists 26<br/><br/>Conduct the Two-way Performance-based Interview 27<br/><br/>Measure and Predict Quality of Hire 28<br/><br/>Close on Career Growth, Not Compensation Maximization 29<br/><br/>Use Onboarding to Clarify and Prioritize the Performance Objectives 30<br/><br/>Deliver on the Promise 31<br/><br/>Summary 32<br/><br/>CHAPTER 3 THE BEST CANDIDATES ARE OFTEN NOT THE BEST HIRES 33<br/><br/>The Worst Candidates Are Often the Best Hires 34<br/><br/>Category 1: Great candidates must have all of the basic skills listed on the job description 34<br/><br/>Category 2: Great candidates must agree to the terms of an offer before knowing the job 35<br/><br/>Category 3: Great candidates need to be prepared, make a great first impression and be good at presenting themselves 35<br/><br/>Some Great Candidates Become Great Hires, but Many More Don't 36<br/><br/>Great Hires Are Easy to Define but Hard to Hire 36<br/><br/>Category 4: Great hires deliver the results without making excuses 36<br/><br/>Category 5: Great hires collaborate with others and build strong teams 37<br/><br/>Category 6: Great hires effectively organize and manage themselves and their teams 37<br/><br/>Who would you rather hire, a great candidate or someone who delivers the results? 38<br/><br/>Summary -- Avoid the 90-day Wonders 38<br/><br/>CHAPTER 4 DEVELOPING A BIAS-FREE HIRING PROCESS 40<br/><br/>Conduct a Pre-hire Performance Review 40<br/><br/>Never Meet Anyone in Person Before Conducting a Phone Screen 41<br/><br/>Only invite semi-finalists for the full interview 41<br/><br/>Use Organized Panel Interviews 42<br/><br/>Then eliminate the 30-minute one-on-ones 42<br/><br/>Script the Interview and Give Candidates the Questions 42<br/><br/>Wait 30 Minutes Before Making Any Yes or No Decision 43<br/><br/>Be a Juror -- Not a Judge 43<br/><br/>Use Reverse Logic to Reveal and Reprogram Your Subconscious Biases 44<br/><br/>Treat Candidates as Consultants 44<br/><br/>Kill the Gladiators 45<br/><br/>Use a talent scorecard to share evidence 45<br/><br/>Measure First Impressions Last 46<br/><br/>Summary 46<br/><br/>CHAPTER 5 USING THE BEST TEST TO REDUCE UNCONSCIOUS BIAS 47<br/><br/>Two Huge Flaws in Personality Assessments That Are Often Ignored 47<br/><br/>Statistical Validation Understates the Impact of False Negatives 48<br/><br/>Personality Assessments Are Valuable When Used Later in the Hiring Process 49<br/><br/>Take the BEST Test Before Interviewing Anyone 50<br/><br/>Changes in BEST Style Reveals Growth and Flexibility 51<br/><br/>Assess Team Skills by Observing Changes in BEST Type Over Time 51<br/><br/>Assess Flexibility by Observing Changes in BEST Under Stress 52<br/><br/>Increase Interview Accuracy by Becoming Your "Least BEST" 52<br/><br/>Summary -- Use the BEST Test to Confirm Rather Than Predict 53<br/><br/>CHAPTER 6 THE HIRING FORMULA FOR SUCCESS 54<br/><br/>Win-Win Hiring Begins with the End in Mind 54<br/><br/>Predicting Hiring Success Requires Much More Than Assessing Ability 54<br/><br/>The Hiring Formula for Success Captures the Dynamics of Actual Performance 56<br/><br/>The Big Four Fit Factors Drive Motivation to Excel 57<br/><br/>Define the Fit Factors as Part of the Job Description 57<br/><br/>The Fit Factors and Their Impact on Job Performance 58<br/><br/>The Impact of Managerial Fit on New Hire Success 59<br/><br/>Job Fit: Intrinsic Motivation to Do the Work Actually Required 59<br/><br/>Team Fit and EQ 60<br/><br/>Cultural Fit is More Than a Value Statement 60<br/><br/>Summary 61<br/><br/>CHAPTER 7 UNDERSTANDING THE REAL JOB STARTS WITH A PERFORMANCE PROFILE 62<br/><br/>Define the Work Before Defining the Person Doing the Work 62<br/><br/>Hire for Performance to Attract Outstanding Talent 63<br/><br/>The Legal Validation for Using Performance-based Hiring 64<br/><br/>Shifting to a Performance Qualified Definition of On-the-Job Success 65<br/><br/>Different Techniques to Develop Performance-based Job Descriptions 67<br/><br/>Take a Tour of the Factory and Call Me in the Morning 68<br/><br/>Basic Techniques for Determining the Key Performance Objectives 69<br/><br/>Use the Process of Success and the Timeline to Determine the Key Subtasks 69<br/><br/>Benchmark the Best People Doing the Same Job 70<br/><br/>Convert "Having" to "Doing" 71<br/><br/>Use the Four Work Types to Map Performance Objectives to the Company Lifecycle 73<br/><br/>Use the Master Checklist to Develop the KPOs 74<br/><br/>Job Branding -- Creating the Employee Value Proposition (EVP) 76<br/><br/>Prioritize the Performance Objectives 77<br/><br/>Convincing Hiring Managers to Use Performance Profiles 77<br/><br/>The "no time" rebuttal 77<br/><br/>The "When are you going to tell the candidate?" approach 78<br/><br/>The "become a top manager" rebuttal 78<br/><br/>Conduct an "A vs B" test 78<br/><br/>Tell some stories about people who have been promoted 78<br/><br/>Dealing with the diehards 78<br/><br/>Summary 79<br/><br/>CHAPTER 8 CONDUCTING THE EXPLORATORY PHONE SCREEN 81<br/><br/>The Exploratory Phone Screen Drives Hiring Success 81<br/><br/>The Phone Screen Is the "Swiss Army Knife" of Hiring 82<br/><br/>With a Phone Screen You Only Need 3-4 Semi-finalists to Make One Great Hire 83<br/><br/>Use the Phone Screen to Find and Recruit Semi-finalists 83<br/><br/>Conducting the Phone Screen Work History Review 85<br/><br/>Semi-finalists Must Answer These Two Questions 85<br/><br/>Assess the comparability of the accomplishments to the KPOs 86<br/><br/>Connect the two accomplishments to see the trend of performance over time 87<br/><br/>Determine if the person is recruitable 87<br/><br/>Summary -- Use the Phone Screen to Control Your Entire Hiring Process 88<br/><br/>CHAPTER 9 CONDUCTING THE PERFORMANCE-BASED INTERVIEW 89<br/><br/>Checklist: The Performance-based Hiring Interviewing Process 89<br/><br/>The 8-Step Performance-based Interview Guide 91<br/><br/>Step 1: Introduction, Review Job and Discover Motivation for Looking 91<br/><br/>Step 2: Put Your Biases in the Parking Lot by Measuring the Impact of First Impression 93<br/><br/>Step 3: Conduct a Work History Review 94<br/><br/>Step 4: Assess 2-3 Major Accomplishments 95<br/><br/>Step 4a: Assess 1-2 Major Team Accomplishments 97<br/><br/>Step 5: Assess Critical Thinking and Job-related Problem-solving Skills 98<br/><br/>Step 6: Delay the Candidate's Questions Until the End of the Interview 100<br/><br/>Step 7: Determine Candidate Interest and Recruiting Opportunity 101<br/><br/>Step 8: Measure First Impression Again, Last and Compare 103<br/><br/>You can never out-yell a hiring manager, but you can out-fact them 104<br/><br/>Well-organized Panel Interviews Increase Assessment Accuracy 105<br/><br/>The Big Reasons Candidates Should Be Interviewed by a Panel 106<br/><br/>Steps for Organizing a Panel Interview 107<br/><br/>Have all interviewers on the panel review the performance-based job description and the talent scorecard before the interview session starts 107<br/><br/>Script the Performance-based Interview to use as an organizing tool 107<br/><br/>It's vital that there is only one leader in a panel interview with everyone else acting as fact-finders only 107<br/><br/>Leaders can be fact-finders, but fact-finders can't be leaders 108<br/><br/>Capture everyone's insight right after the interview 108<br/><br/>Key Highlights of the Performance-based Interview Process 108<br/><br/>CHAPTER 10 MAKING THE ASSESSMENT USING THE QUALITY OF HIRE TALENT SCORECARD 110<br/><br/>Keys for Conducting an Evidence-based Candidate Assessment 110<br/><br/>Understanding the 1-5 Ranking System 111<br/><br/>Share Evidence in a Live Formal Debriefing Session 111<br/><br/>Invoke the NO 2s! Rule to Raise the Talent Bar 112<br/><br/>The NO 2s! Warning Signs for Each Factor 112<br/><br/>Step-by-Step Completing the Quality of Hire Talent Scorecard 114<br/><br/>Basic Competencies 114<br/><br/>Core Skills 114<br/><br/>Overall Experience 114<br/><br/>Achiever Pattern and Trend of Growth 115<br/><br/>Essential Core Competences 116<br/><br/>Situational Fit Factors 117<br/><br/>How to Accurately Predict Managerial Fit and Ensure a Great Hire 118<br/><br/>Culture & Environmental Fit 118<br/><br/>Addressing the Balancing Act Between Recruitability and Competency 120<br/><br/>Organizing the Interview to Maximize Assessment Accuracy 120<br/><br/>Modification for Problem-Solving 121<br/><br/>Modification for Team Skills 121<br/><br/>Summary 121<br/><br/>CHAPTER 11 COMPARING PERFORMANCE-BASED HIRING AND BEHAVIORAL EVENT 123<br/><br/>Lack of Job Analysis is the Big Gap in BEI 123<br/><br/>Behavioral Fact-finding is the Key to an Accurate Assessment 124<br/><br/>Seeking the Advice and Counsel of Sherlock Holmes Himself 125<br/><br/>Assess Team Skills by Finding Deductive Evidence 126<br/><br/>A Simple Hack to Ensure an Accurate and Unbiased Assessment 126<br/><br/>Summary -- Performance-based Interviewing is BEI on Steroids 127<br/><br/>CHAPTER 12 SOURCING OUTSTANDING TALENT -- BLENDING HIGH TOUCH WITH HIGH TECH 129<br/><br/>Semi-finalist Criteria for Prequalifying Candidates 129<br/><br/>Small Batch, High Touch 130<br/><br/>Understanding the Sourcing and Recruiting Funnel 130<br/><br/>Two Buyers: The Hiring Manager and the Top Person 130<br/><br/>Make It Personal -- Let's Go for a Career Ride 131<br/><br/>Sourcing Checklist 132<br/><br/>Implementing a Scarcity of Talent Sourcing Program 133<br/><br/>Think Small Batch, High Touch: Source Semi-finalists 133<br/><br/>Conduct a Career Zone Analysis to Find Out Where to Fish 133<br/><br/>Use Supply vs Demand to Implement a Targeted Multi-channel Sourcing Plan 135<br/><br/>Develop an "Ideal" Candidate Persona 136<br/><br/>Prepare Customized and Targeted Messaging 138<br/><br/>Job Branding and the EVP 138<br/><br/>Job Postings, Job Boards and Reverse Engineering 139<br/><br/>Tag Lines that Speak the Language of the Ideal Prospect 139<br/><br/>Use Emails as the First Step in a High Touch Process 140<br/><br/>Direct Sourcing and Networking 141<br/><br/>A "Clever" Boolean Search to Learn the Basics of Direct Sourcing for Semi-finalists 142<br/><br/>Diversity Matters 144<br/><br/>Using LinkedIn Filters to Find More Achievers 145<br/><br/>In-direct Sourcing and Networking 145<br/><br/>Getting Referrals is Still the Best Way to Find Outstanding Talent Quickly 145<br/><br/>Convert Strangers into Acquaintances Before They Become Candidates 146<br/><br/>Weak Connections are Recruiter's Gold 147<br/><br/>Leverage Your Employee Referral Program -- Create a PERP 148<br/><br/>Summary -- Networking Rules! 149<br/><br/>CHAPTER 13 START THE RECRUITING PROCESS WITH A CAREER DISCUSSION, NOT A SALES PITCH 151<br/><br/>Conduct Career Discovery on Your First Call 151<br/><br/>First, Put the Right People on the Bus -- Only Semi-finalists 152<br/><br/>Only Ask "Yes" Questions and Don't Take "No" for an Answer 153<br/><br/>Overcome Preliminary Objections and Concerns 153<br/><br/>How to Answer the "What's a Career Move?" Question 154<br/><br/>Review the Person's Profile Before Describing the Job 155<br/><br/>Build a 10-minute Relationship by Controlling the Conversation 155<br/><br/>Recruiting is Getting the Candidate to Sell You, Not You Selling the Candidate 156<br/><br/>How to Handle Compensation by Not Discussing It Too Soon 156<br/><br/>Gain Concessions to Negotiate the Offer as a Series of Steps 158<br/><br/>Summary 158<br/><br/>CHAPTER 14 RECRUITING AND CLOSING TOP PERFORMERS 160<br/><br/>The Basics of Recruiting and Closing 160<br/><br/>Recruiting is Not Selling, It's Listening 160<br/><br/>Stay the Buyer from the Beginning of the Process to the Very End 162<br/><br/>Make Passive Candidates Earn the Job to Increase Its Value 163<br/><br/>Minimize the Negatives; Accentuate the Positives 163<br/><br/>Don't Make an Offer Until You're 100% Sure It Will be Accepted 164<br/><br/>Testing and Negotiating the Offer by Getting Continuous Concessions 164<br/><br/>Position Your Job as a Career Move 165<br/><br/>Avoid Job Hopping Syndrome 166<br/><br/>Testing Offers 167<br/><br/>Use 1-10 Test of Interest to Uncover Concerns 167<br/><br/>Closing, Testing and Negotiating Offers 168<br/><br/>Closing Upon a Concern 169<br/><br/>Use a Secondary Close to Test Seriousness 169<br/><br/>Use a Counterproposal to Get 100% Commitment 170<br/><br/>Summary 172<br/><br/>CHAPTER 15 LEVERAGING HR TECHNOLOGY TO IMPLEMENT PERFORMANCE-BASED HIRING 173<br/><br/>Using the Trickle Up Approach to Validate the Impact 173<br/><br/>Use SeekOut to Build a Talent Pipeline of Outstanding Diverse Talent 174<br/><br/>Hiretual.com Offers a Unique AI Approach for Sourcing the Hard to Find 175<br/><br/>Phenom Converts Workforce Planning into a Strategy Asset 176<br/><br/>AI for Screening Has a Powerful Tool with pymetrics.ai 177<br/><br/>Creating an Internal Mobility Platform Using SmartRecruiters 177<br/><br/>Using Greenhouse to Maximize Quality of Hire 178<br/><br/>Conduct a Reference Check Before Making an Offer Using Checkster 178<br/><br/>Use Onboarding to Start Delivering on the Promise 179<br/><br/>Feedback Process Control with OutMatch.com 180<br/><br/>Create a Win-Win Hiring Culture 181<br/><br/>CHAPTER 16 USE PERFORMANCE-BASED HIRING TO CREATE A WIN-WIN HIRING CULTURE 182<br/><br/>Deliver on the Win-Win Hiring Promise 182<br/><br/>The Performance-based Future of Hiring 183<br/><br/>Create a Win-Win Hiring Culture 183<br/><br/>Building a Win-Win Hiring Culture Starts with the Right Talent Strategy 184<br/><br/>Hiring as an Integrated System, Not a Sequence of Separate Steps 185<br/><br/>Benchmarking Best Practices 185<br/><br/>Measure and Manage Quality of Hire 186<br/><br/>Use High Touch to Create an Outstanding Candidate Experience 187<br/><br/>Take the Risk and Bias Out of the "Yes" Decision 189<br/><br/>Hiring Strong People Is the First Step in Managing a Great Team 190<br/><br/>APPENDIX 191<br/><br/>Performance-based Hiringsm and Legal Compliance 191<br/><br/>APPENDIX 2 194<br/><br/>Exploratory Phone Screen Talent Scorecard 195<br/><br/>The Performance-based Phone Screen 196<br/><br/>Quality of Hire Talent Scorecard 197<br/><br/>The Performance-based Interview (1/2) 198<br/><br/>The Performance-based Interview (2/2) 199<br/><br/>The Ideal Candidate Persona (1/2) 200<br/><br/>The Ideal Candidate Persona (2/2) 201<br/><br/>About the Author<br/><br/>Index 
<br/><br/> DESCRIPTION<br/>Discover the secrets of one of the world’s leading talent acquisition experts<br/><br/>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.<br/><br/>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.<br/><br/>You'll discover:<br/><br/>Discover what it takes to ensure more Win-Win Hiring outcomes by hiring for the anniversary date rather than the start date<br/>How to use a "High Tech, High Touch" approach to raise the talent bar<br/>Expand the talent pool to include more outstanding, high potential and diverse talent by defining work as a series of key performance objectives<br/>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. 
<br/><br/><label>ISBN: </label>9781119808886 
<br/><br/><label>Subjects--Topical Terms: </label><br/>Employee selection<br/>Employment interviewing<br/>Employees--Recruiting
<br/><br/><label>Dewey Class. No.: </label>658.3112  / ADL