{"product_id":"hire-with-your-head-9781119808886","title":"Hire With Your Head","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eFOREWORD 8\u003c\/p\u003e \u003cp\u003e\u003cb\u003eINTRODUCTION PERFORMANCE-BASED HIRING FOUR EDITIONS LATER 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Short History on the Importance of Hiring Top Talent 9\u003c\/p\u003e \u003cp\u003eBeing More Efficient Doing the Wrong Things Is Not Progress 10\u003c\/p\u003e \u003cp\u003eCreating a Win-Win Hiring Culture 11\u003c\/p\u003e \u003cp\u003eThe Big Three Hiring Challenges 12\u003c\/p\u003e \u003cp\u003eClarifying Job Expectations Upfront Is the Key to Hiring Outstanding People 12\u003c\/p\u003e \u003cp\u003eWhy Performance-based Hiring Is the Right Business Process for Hiring 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 1 DEFINE YOUR TALENT STRATEGY BEFORE YOU DESIGN YOUR HIRING PROCESS 16\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStop Making Tactical Excuses for a Strategic Problem 16\u003c\/p\u003e \u003cp\u003eThe Importance of Having the Right Talent Strategy 17\u003c\/p\u003e \u003cp\u003eSupply vs Demand Needs to Drive Talent Strategy 17\u003c\/p\u003e \u003cp\u003eComparing the Scarcity of Talent vs a Surplus of Talent Strategies 19\u003c\/p\u003e \u003cp\u003eWin-Win Hiring: Hiring for the Anniversary Date, Not the Start Date 20\u003c\/p\u003e \u003cp\u003eDevelop an Ideal Candidate Persona to Achieve More Win-Win Hiring Outcomes 20\u003c\/p\u003e \u003cp\u003eRemove the \"HAVING\" Mindset and Shift to a Performance Qualified Screening Standard 21\u003c\/p\u003e \u003cp\u003eNegotiate with the End in Mind 22\u003c\/p\u003e \u003cp\u003eMore High Touch and Less High Tech -- Convert Strangers into Acquaintances 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 2 STEP-BY-STEP THROUGH THE PERFORMANCE-BASED HIRING PROCESS 24\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWin-Win Hiring: Hire for the Anniversary Date, Not the Start Date 24\u003c\/p\u003e \u003cp\u003ePerformance-based Hiring Is Designed to Raise the Bar 24\u003c\/p\u003e \u003cp\u003eSuboptimization Prevents Win-Win Hiring Outcomes 24\u003c\/p\u003e \u003cp\u003eBenchmarking How the Best People Find Jobs and Get Hired 25\u003c\/p\u003e \u003cp\u003eHiring a Great Person Starts with a Great Job 25\u003c\/p\u003e \u003cp\u003eDefine Success as Performance Objectives, Not Skills and Experiences 26\u003c\/p\u003e \u003cp\u003eSource Semi-finalists 26\u003c\/p\u003e \u003cp\u003eConduct the Two-way Performance-based Interview 27\u003c\/p\u003e \u003cp\u003eMeasure and Predict Quality of Hire 28\u003c\/p\u003e \u003cp\u003eClose on Career Growth, Not Compensation Maximization 29\u003c\/p\u003e \u003cp\u003eUse Onboarding to Clarify and Prioritize the Performance Objectives 30\u003c\/p\u003e \u003cp\u003eDeliver on the Promise 31\u003c\/p\u003e \u003cp\u003eSummary 32\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 3 THE BEST CANDIDATES ARE OFTEN NOT THE BEST HIRES 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Worst Candidates Are Often the Best Hires 34\u003c\/p\u003e \u003cp\u003eCategory 1: Great candidates must have all of the basic skills listed on the job description 34\u003c\/p\u003e \u003cp\u003eCategory 2: Great candidates must agree to the terms of an offer before knowing the job 35\u003c\/p\u003e \u003cp\u003eCategory 3: Great candidates need to be prepared, make a great first impression and be good at presenting themselves 35\u003c\/p\u003e \u003cp\u003eSome Great Candidates Become Great Hires, but Many More Don't 36\u003c\/p\u003e \u003cp\u003eGreat Hires Are Easy to Define but Hard to Hire 36\u003c\/p\u003e \u003cp\u003eCategory 4: Great hires deliver the results without making excuses 36\u003c\/p\u003e \u003cp\u003eCategory 5: Great hires collaborate with others and build strong teams 37\u003c\/p\u003e \u003cp\u003eCategory 6: Great hires effectively organize and manage themselves and their teams 37\u003c\/p\u003e \u003cp\u003eWho would you rather hire, a great candidate or someone who delivers the results? 38\u003c\/p\u003e \u003cp\u003eSummary -- Avoid the 90-day Wonders 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 4 DEVELOPING A BIAS-FREE HIRING PROCESS 40\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConduct a Pre-hire Performance Review 40\u003c\/p\u003e \u003cp\u003eNever Meet Anyone in Person Before Conducting a Phone Screen 41\u003c\/p\u003e \u003cp\u003eOnly invite semi-finalists for the full interview 41\u003c\/p\u003e \u003cp\u003eUse Organized Panel Interviews 42\u003c\/p\u003e \u003cp\u003eThen eliminate the 30-minute one-on-ones 42\u003c\/p\u003e \u003cp\u003eScript the Interview and Give Candidates the Questions 42\u003c\/p\u003e \u003cp\u003eWait 30 Minutes Before Making Any Yes or No Decision 43\u003c\/p\u003e \u003cp\u003eBe a Juror -- Not a Judge 43\u003c\/p\u003e \u003cp\u003eUse Reverse Logic to Reveal and Reprogram Your Subconscious Biases 44\u003c\/p\u003e \u003cp\u003eTreat Candidates as Consultants 44\u003c\/p\u003e \u003cp\u003eKill the Gladiators 45\u003c\/p\u003e \u003cp\u003eUse a talent scorecard to share evidence 45\u003c\/p\u003e \u003cp\u003eMeasure First Impressions Last 46\u003c\/p\u003e \u003cp\u003eSummary 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 5 USING THE BEST TEST TO REDUCE UNCONSCIOUS BIAS 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTwo Huge Flaws in Personality Assessments That Are Often Ignored 47\u003c\/p\u003e \u003cp\u003eStatistical Validation Understates the Impact of False Negatives 48\u003c\/p\u003e \u003cp\u003ePersonality Assessments Are Valuable When Used Later in the Hiring Process 49\u003c\/p\u003e \u003cp\u003eTake the BEST Test Before Interviewing Anyone 50\u003c\/p\u003e \u003cp\u003eChanges in BEST Style Reveals Growth and Flexibility 51\u003c\/p\u003e \u003cp\u003eAssess Team Skills by Observing Changes in BEST Type Over Time 51\u003c\/p\u003e \u003cp\u003eAssess Flexibility by Observing Changes in BEST Under Stress 52\u003c\/p\u003e \u003cp\u003eIncrease Interview Accuracy by Becoming Your \"Least BEST\" 52\u003c\/p\u003e \u003cp\u003eSummary -- Use the BEST Test to Confirm Rather Than Predict 53\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 6 THE HIRING FORMULA FOR SUCCESS 54\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWin-Win Hiring Begins with the End in Mind 54\u003c\/p\u003e \u003cp\u003ePredicting Hiring Success Requires Much More Than Assessing Ability 54\u003c\/p\u003e \u003cp\u003eThe Hiring Formula for Success Captures the Dynamics of Actual Performance 56\u003c\/p\u003e \u003cp\u003eThe Big Four Fit Factors Drive Motivation to Excel 57\u003c\/p\u003e \u003cp\u003eDefine the Fit Factors as Part of the Job Description 57\u003c\/p\u003e \u003cp\u003eThe Fit Factors and Their Impact on Job Performance 58\u003c\/p\u003e \u003cp\u003eThe Impact of Managerial Fit on New Hire Success 59\u003c\/p\u003e \u003cp\u003eJob Fit: Intrinsic Motivation to Do the Work Actually Required 59\u003c\/p\u003e \u003cp\u003eTeam Fit and EQ 60\u003c\/p\u003e \u003cp\u003eCultural Fit is More Than a Value Statement 60\u003c\/p\u003e \u003cp\u003eSummary 61\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 7 UNDERSTANDING THE REAL JOB STARTS WITH A PERFORMANCE PROFILE 62\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefine the Work Before Defining the Person Doing the Work 62\u003c\/p\u003e \u003cp\u003eHire for Performance to Attract Outstanding Talent 63\u003c\/p\u003e \u003cp\u003eThe Legal Validation for Using Performance-based Hiring 64\u003c\/p\u003e \u003cp\u003eShifting to a Performance Qualified Definition of On-the-Job Success 65\u003c\/p\u003e \u003cp\u003eDifferent Techniques to Develop Performance-based Job Descriptions 67\u003c\/p\u003e \u003cp\u003eTake a Tour of the Factory and Call Me in the Morning 68\u003c\/p\u003e \u003cp\u003eBasic Techniques for Determining the Key Performance Objectives 69\u003c\/p\u003e \u003cp\u003eUse the Process of Success and the Timeline to Determine the Key Subtasks 69\u003c\/p\u003e \u003cp\u003eBenchmark the Best People Doing the Same Job 70\u003c\/p\u003e \u003cp\u003eConvert \"Having\" to \"Doing\" 71\u003c\/p\u003e \u003cp\u003eUse the Four Work Types to Map Performance Objectives to the Company Lifecycle 73\u003c\/p\u003e \u003cp\u003eUse the Master Checklist to Develop the KPOs 74\u003c\/p\u003e \u003cp\u003eJob Branding -- Creating the Employee Value Proposition (EVP) 76\u003c\/p\u003e \u003cp\u003ePrioritize the Performance Objectives 77\u003c\/p\u003e \u003cp\u003eConvincing Hiring Managers to Use Performance Profiles 77\u003c\/p\u003e \u003cp\u003eThe \"no time\" rebuttal 77\u003c\/p\u003e \u003cp\u003eThe \"When are you going to tell the candidate?\" approach 78\u003c\/p\u003e \u003cp\u003eThe \"become a top manager\" rebuttal 78\u003c\/p\u003e \u003cp\u003eConduct an \"A vs B\" test 78\u003c\/p\u003e \u003cp\u003eTell some stories about people who have been promoted 78\u003c\/p\u003e \u003cp\u003eDealing with the diehards 78\u003c\/p\u003e \u003cp\u003eSummary 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 8 CONDUCTING THE EXPLORATORY PHONE SCREEN 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Exploratory Phone Screen Drives Hiring Success 81\u003c\/p\u003e \u003cp\u003eThe Phone Screen Is the \"Swiss Army Knife\" of Hiring 82\u003c\/p\u003e \u003cp\u003eWith a Phone Screen You Only Need 3-4 Semi-finalists to Make One Great Hire 83\u003c\/p\u003e \u003cp\u003eUse the Phone Screen to Find and Recruit Semi-finalists 83\u003c\/p\u003e \u003cp\u003eConducting the Phone Screen Work History Review 85\u003c\/p\u003e \u003cp\u003eSemi-finalists Must Answer These Two Questions 85\u003c\/p\u003e \u003cp\u003eAssess the comparability of the accomplishments to the KPOs 86\u003c\/p\u003e \u003cp\u003eConnect the two accomplishments to see the trend of performance over time 87\u003c\/p\u003e \u003cp\u003eDetermine if the person is recruitable 87\u003c\/p\u003e \u003cp\u003eSummary -- Use the Phone Screen to Control Your Entire Hiring Process 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 9 CONDUCTING THE PERFORMANCE-BASED INTERVIEW 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChecklist: The Performance-based Hiring Interviewing Process 89\u003c\/p\u003e \u003cp\u003eThe 8-Step Performance-based Interview Guide 91\u003c\/p\u003e \u003cp\u003eStep 1: Introduction, Review Job and Discover Motivation for Looking 91\u003c\/p\u003e \u003cp\u003eStep 2: Put Your Biases in the Parking Lot by Measuring the Impact of First Impression 93\u003c\/p\u003e \u003cp\u003eStep 3: Conduct a Work History Review 94\u003c\/p\u003e \u003cp\u003eStep 4: Assess 2-3 Major Accomplishments 95\u003c\/p\u003e \u003cp\u003eStep 4a: Assess 1-2 Major Team Accomplishments 97\u003c\/p\u003e \u003cp\u003eStep 5: Assess Critical Thinking and Job-related Problem-solving Skills 98\u003c\/p\u003e \u003cp\u003eStep 6: Delay the Candidate's Questions Until the End of the Interview 100\u003c\/p\u003e \u003cp\u003eStep 7: Determine Candidate Interest and Recruiting Opportunity 101\u003c\/p\u003e \u003cp\u003eStep 8: Measure First Impression Again, Last and Compare 103\u003c\/p\u003e \u003cp\u003eYou can never out-yell a hiring manager, but you can out-fact them 104\u003c\/p\u003e \u003cp\u003eWell-organized Panel Interviews Increase Assessment Accuracy 105\u003c\/p\u003e \u003cp\u003eThe Big Reasons Candidates Should Be Interviewed by a Panel 106\u003c\/p\u003e \u003cp\u003eSteps for Organizing a Panel Interview 107\u003c\/p\u003e \u003cp\u003eHave all interviewers on the panel review the performance-based job description and the talent scorecard before the interview session starts 107\u003c\/p\u003e \u003cp\u003eScript the Performance-based Interview to use as an organizing tool 107\u003c\/p\u003e \u003cp\u003eIt's vital that there is only one leader in a panel interview with everyone else acting as fact-finders only 107\u003c\/p\u003e \u003cp\u003eLeaders can be fact-finders, but fact-finders can't be leaders 108\u003c\/p\u003e \u003cp\u003eCapture everyone's insight right after the interview 108\u003c\/p\u003e \u003cp\u003eKey Highlights of the Performance-based Interview Process 108\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 10 MAKING THE ASSESSMENT USING THE QUALITY OF HIRE TALENT SCORECARD 110\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKeys for Conducting an Evidence-based Candidate Assessment 110\u003c\/p\u003e \u003cp\u003eUnderstanding the 1-5 Ranking System 111\u003c\/p\u003e \u003cp\u003eShare Evidence in a Live Formal Debriefing Session 111\u003c\/p\u003e \u003cp\u003eInvoke the NO 2s! Rule to Raise the Talent Bar 112\u003c\/p\u003e \u003cp\u003eThe NO 2s! Warning Signs for Each Factor 112\u003c\/p\u003e \u003cp\u003eStep-by-Step Completing the Quality of Hire Talent Scorecard 114\u003c\/p\u003e \u003cp\u003eBasic Competencies 114\u003c\/p\u003e \u003cp\u003eCore Skills 114\u003c\/p\u003e \u003cp\u003eOverall Experience 114\u003c\/p\u003e \u003cp\u003eAchiever Pattern and Trend of Growth 115\u003c\/p\u003e \u003cp\u003eEssential Core Competences 116\u003c\/p\u003e \u003cp\u003eSituational Fit Factors 117\u003c\/p\u003e \u003cp\u003eHow to Accurately Predict Managerial Fit and Ensure a Great Hire 118\u003c\/p\u003e \u003cp\u003eCulture \u0026amp; Environmental Fit 118\u003c\/p\u003e \u003cp\u003eAddressing the Balancing Act Between Recruitability and Competency 120\u003c\/p\u003e \u003cp\u003eOrganizing the Interview to Maximize Assessment Accuracy 120\u003c\/p\u003e \u003cp\u003eModification for Problem-Solving 121\u003c\/p\u003e \u003cp\u003eModification for Team Skills 121\u003c\/p\u003e \u003cp\u003eSummary 121\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 11 COMPARING PERFORMANCE-BASED HIRING AND BEHAVIORAL EVENT 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLack of Job Analysis is the Big Gap in BEI 123\u003c\/p\u003e \u003cp\u003eBehavioral Fact-finding is the Key to an Accurate Assessment 124\u003c\/p\u003e \u003cp\u003eSeeking the Advice and Counsel of Sherlock Holmes Himself 125\u003c\/p\u003e \u003cp\u003eAssess Team Skills by Finding Deductive Evidence 126\u003c\/p\u003e \u003cp\u003eA Simple Hack to Ensure an Accurate and Unbiased Assessment 126\u003c\/p\u003e \u003cp\u003eSummary -- Performance-based Interviewing is BEI on Steroids 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 12 SOURCING OUTSTANDING TALENT -- BLENDING HIGH TOUCH WITH HIGH TECH 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSemi-finalist Criteria for Prequalifying Candidates 129\u003c\/p\u003e \u003cp\u003eSmall Batch, High Touch 130\u003c\/p\u003e \u003cp\u003eUnderstanding the Sourcing and Recruiting Funnel 130\u003c\/p\u003e \u003cp\u003eTwo Buyers: The Hiring Manager and the Top Person 130\u003c\/p\u003e \u003cp\u003eMake It Personal -- Let's Go for a Career Ride 131\u003c\/p\u003e \u003cp\u003eSourcing Checklist 132\u003c\/p\u003e \u003cp\u003eImplementing a Scarcity of Talent Sourcing Program 133\u003c\/p\u003e \u003cp\u003eThink Small Batch, High Touch: Source Semi-finalists 133\u003c\/p\u003e \u003cp\u003eConduct a Career Zone Analysis to Find Out Where to Fish 133\u003c\/p\u003e \u003cp\u003eUse Supply vs Demand to Implement a Targeted Multi-channel Sourcing Plan 135\u003c\/p\u003e \u003cp\u003eDevelop an \"Ideal\" Candidate Persona 136\u003c\/p\u003e \u003cp\u003ePrepare Customized and Targeted Messaging 138\u003c\/p\u003e \u003cp\u003eJob Branding and the EVP 138\u003c\/p\u003e \u003cp\u003eJob Postings, Job Boards and Reverse Engineering 139\u003c\/p\u003e \u003cp\u003eTag Lines that Speak the Language of the Ideal Prospect 139\u003c\/p\u003e \u003cp\u003eUse Emails as the First Step in a High Touch Process 140\u003c\/p\u003e \u003cp\u003eDirect Sourcing and Networking 141\u003c\/p\u003e \u003cp\u003eA \"Clever\" Boolean Search to Learn the Basics of Direct Sourcing for Semi-finalists 142\u003c\/p\u003e \u003cp\u003eDiversity Matters 144\u003c\/p\u003e \u003cp\u003eUsing LinkedIn Filters to Find More Achievers 145\u003c\/p\u003e \u003cp\u003eIn-direct Sourcing and Networking 145\u003c\/p\u003e \u003cp\u003eGetting Referrals is Still the Best Way to Find Outstanding Talent Quickly 145\u003c\/p\u003e \u003cp\u003eConvert Strangers into Acquaintances Before They Become Candidates 146\u003c\/p\u003e \u003cp\u003eWeak Connections are Recruiter's Gold 147\u003c\/p\u003e \u003cp\u003eLeverage Your Employee Referral Program -- Create a PERP 148\u003c\/p\u003e \u003cp\u003eSummary -- Networking Rules! 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 13 START THE RECRUITING PROCESS WITH A CAREER DISCUSSION, NOT A SALES PITCH 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConduct Career Discovery on Your First Call 151\u003c\/p\u003e \u003cp\u003eFirst, Put the Right People on the Bus -- Only Semi-finalists 152\u003c\/p\u003e \u003cp\u003eOnly Ask \"Yes\" Questions and Don't Take \"No\" for an Answer 153\u003c\/p\u003e \u003cp\u003eOvercome Preliminary Objections and Concerns 153\u003c\/p\u003e \u003cp\u003eHow to Answer the \"What's a Career Move?\" Question 154\u003c\/p\u003e \u003cp\u003eReview the Person's Profile Before Describing the Job 155\u003c\/p\u003e \u003cp\u003eBuild a 10-minute Relationship by Controlling the Conversation 155\u003c\/p\u003e \u003cp\u003eRecruiting is Getting the Candidate to Sell You, Not You Selling the Candidate 156\u003c\/p\u003e \u003cp\u003eHow to Handle Compensation by Not Discussing It Too Soon 156\u003c\/p\u003e \u003cp\u003eGain Concessions to Negotiate the Offer as a Series of Steps 158\u003c\/p\u003e \u003cp\u003eSummary 158\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 14 RECRUITING AND CLOSING TOP PERFORMERS 160\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Basics of Recruiting and Closing 160\u003c\/p\u003e \u003cp\u003eRecruiting is Not Selling, It's Listening 160\u003c\/p\u003e \u003cp\u003eStay the Buyer from the Beginning of the Process to the Very End 162\u003c\/p\u003e \u003cp\u003eMake Passive Candidates Earn the Job to Increase Its Value 163\u003c\/p\u003e \u003cp\u003eMinimize the Negatives; Accentuate the Positives 163\u003c\/p\u003e \u003cp\u003eDon't Make an Offer Until You're 100% Sure It Will be Accepted 164\u003c\/p\u003e \u003cp\u003eTesting and Negotiating the Offer by Getting Continuous Concessions 164\u003c\/p\u003e \u003cp\u003ePosition Your Job as a Career Move 165\u003c\/p\u003e \u003cp\u003eAvoid Job Hopping Syndrome 166\u003c\/p\u003e \u003cp\u003eTesting Offers 167\u003c\/p\u003e \u003cp\u003eUse 1-10 Test of Interest to Uncover Concerns 167\u003c\/p\u003e \u003cp\u003eClosing, Testing and Negotiating Offers 168\u003c\/p\u003e \u003cp\u003eClosing Upon a Concern 169\u003c\/p\u003e \u003cp\u003eUse a Secondary Close to Test Seriousness 169\u003c\/p\u003e \u003cp\u003eUse a Counterproposal to Get 100% Commitment 170\u003c\/p\u003e \u003cp\u003eSummary 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 15 LEVERAGING HR TECHNOLOGY TO IMPLEMENT PERFORMANCE-BASED HIRING 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing the Trickle Up Approach to Validate the Impact 173\u003c\/p\u003e \u003cp\u003eUse SeekOut to Build a Talent Pipeline of Outstanding Diverse Talent 174\u003c\/p\u003e \u003cp\u003eHiretual.com Offers a Unique AI Approach for Sourcing the Hard to Find 175\u003c\/p\u003e \u003cp\u003ePhenom Converts Workforce Planning into a Strategy Asset 176\u003c\/p\u003e \u003cp\u003eAI for Screening Has a Powerful Tool with pymetrics.ai 177\u003c\/p\u003e \u003cp\u003eCreating an Internal Mobility Platform Using SmartRecruiters 177\u003c\/p\u003e \u003cp\u003eUsing Greenhouse to Maximize Quality of Hire 178\u003c\/p\u003e \u003cp\u003eConduct a Reference Check Before Making an Offer Using Checkster 178\u003c\/p\u003e \u003cp\u003eUse Onboarding to Start Delivering on the Promise 179\u003c\/p\u003e \u003cp\u003eFeedback Process Control with OutMatch.com 180\u003c\/p\u003e \u003cp\u003eCreate a Win-Win Hiring Culture 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 16 USE PERFORMANCE-BASED HIRING TO CREATE A WIN-WIN HIRING CULTURE 182\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeliver on the Win-Win Hiring Promise 182\u003c\/p\u003e \u003cp\u003eThe Performance-based Future of Hiring 183\u003c\/p\u003e \u003cp\u003eCreate a Win-Win Hiring Culture 183\u003c\/p\u003e \u003cp\u003eBuilding a Win-Win Hiring Culture Starts with the Right Talent Strategy 184\u003c\/p\u003e \u003cp\u003eHiring as an Integrated System, Not a Sequence of Separate Steps 185\u003c\/p\u003e \u003cp\u003eBenchmarking Best Practices 185\u003c\/p\u003e \u003cp\u003eMeasure and Manage Quality of Hire 186\u003c\/p\u003e \u003cp\u003eUse High Touch to Create an Outstanding Candidate Experience 187\u003c\/p\u003e \u003cp\u003eTake the Risk and Bias Out of the \"Yes\" Decision 189\u003c\/p\u003e \u003cp\u003eHiring Strong People Is the First Step in Managing a Great Team 190\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDIX 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerformance-based Hiringsm and Legal Compliance 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDIX 2 194\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploratory Phone Screen Talent Scorecard 195\u003c\/p\u003e \u003cp\u003eThe Performance-based Phone Screen 196\u003c\/p\u003e \u003cp\u003eQuality of Hire Talent Scorecard 197\u003c\/p\u003e \u003cp\u003eThe Performance-based Interview (1\/2) 198\u003c\/p\u003e \u003cp\u003eThe Performance-based Interview (2\/2) 199\u003c\/p\u003e \u003cp\u003eThe Ideal Candidate Persona (1\/2) 200\u003c\/p\u003e \u003cp\u003eThe Ideal Candidate Persona (2\/2) 201\u003c\/p\u003e \u003cp\u003eAbout the Author\u003c\/p\u003e \u003cp\u003eIndex\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407159271767,"sku":"9781119808886","price":23.8,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119808886.jpg?v=1730498378","url":"https:\/\/bookcurl.com\/products\/hire-with-your-head-9781119808886","provider":"Book Curl","version":"1.0","type":"link"}