{"product_id":"hire-with-your-head-isbn-9781119808886","title":"Hire With Your Head","description":"\u003cp\u003e\u003cb\u003eDiscover the secrets of one of the world’s leading talent acquisition experts\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIn the newly revised Fourth Edition of \u003ci\u003eHire With Your Head: Using Performance-Based Hiring to Build Great Teams\u003c\/i\u003e, 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.\u003c\/p\u003e \u003cp\u003eThis 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.\u003c\/p\u003e \u003cp\u003eYou'll discover:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eDiscover what it takes to ensure more Win-Win Hiring outcomes by hiring for the anniversary date rather than the start date\u003c\/li\u003e \u003cli\u003eHow to use a \"High Tech, High Touch\" approach to raise the talent bar\u003c\/li\u003e \u003cli\u003eExpand the talent pool to include more outstanding, high potential and diverse talent by defining work as a series of key performance objectives\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePerfect for hiring managers, recruiters, and HR and business leaders, \u003ci\u003eHire with Your Head\u003c\/i\u003e 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.\u003c\/p\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 \u003cp\u003e\u003cb\u003eLOU ADLER\u003c\/b\u003e 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 \u003ci\u003e Hire with Your Head\u003c\/i\u003e and \u003ci\u003eThe Essential Guide for Hiring \u0026amp; Getting Hired\u003c\/i\u003e.\u003c\/p\u003e  \u003cp\u003e Despite rapid and comprehensive changes affecting the hiring process, recruiting and retaining the best talent remains one of the biggest challenges facing companies today. The big reason is that many of the changes introduced in the past 25 years consist of automating outdated, inefficient, and ineffective practices. So, what is a hiring manager to do when faced with one of the most competitive recruitment arenas in history? \u003c\/p\u003e\u003cp\u003eIn the fully revised and updated \u003ci\u003eFourth Edition of Hire With Your Head: Using Performance-Based Hiring to Build Outstanding Diverse Teams\u003c\/i\u003e, renowned hiring and recruiting leader Lou Adler offers a hands-on and practical guide for hiring managers to consistently hire outstanding diverse talent and strategies for scaling this effective hiring process across your company. \u003c\/p\u003e\u003cp\u003eAdler calls this new approach Win-Win Hiring, where the person hired is still satisfied with the role one year into the job and the hiring manager is still pleased the person was hired. By hiring for the anniversary date, rather than the start date, it’s possible to raise quality of hire, expand the talent pool, reduce hiring mistakes, and improve on-the-job performance. By implementing the performance-based hiring process described in this book, more Win-Win Hiring outcomes are not only possible, but likely. \u003c\/p\u003e\u003cp\u003e The online Appendix to the book offers access to supplementary online resources, including videos, templates, scorecards, and interview guides to help modernize and reorient your hiring process. This book explores the critical impact of artificial intelligence technologies on recruitment and how you can apply it in your own organization. \u003c\/p\u003e\u003cp\u003ePerfect for recruiters, human resource professionals, and hiring managers, \u003ci\u003eHire With Your Head: Using Performance-Based Hiring to Build Outstanding Diverse Teams \u003c\/i\u003e is a can’t-miss resource for any business leader seeking a new and powerful perspective on what it takes to attract and keep the best, most suitable talent.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eHIRE THE RIGHT PERSON IN THE RIGHT WAY AT THE RIGHT TIME, EVERY TIME\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIs your firm struggling to attract and secure the best talent, despite significant investments in hiring “improvements”?  \u003c\/p\u003e\u003cp\u003eCelebrated recruitment expert Lou Adler walks you through how to rethink, redesign, and revolutionize your hiring processes. You’ll discover how changes in your perspective and strategy, not an unrelenting focus on hiring efficiency, will transform the way you find and hire the best candidates.  \u003c\/p\u003e\u003cp\u003eYou’ll learn how and why AI has become a critical part of the modern hiring process, how to use a “High Tech, High Touch” approach to hiring the best available talent, and why you should use a “Scarcity of Talent Acquisition Strategy” when the recruitment field is competitive and you’re hiring for a crucial position.  \u003c\/p\u003e\u003cp\u003eMost importantly, you’ll explore the perspective of a top candidate and how they search for, assess, compare, and choose new jobs.  \u003c\/p\u003e\u003cp\u003eIdeal for hiring managers, recruiters, human resource professionals, and other business leaders, \u003ci\u003eHire With Your Head\u003c\/i\u003e is an indispensable addition to the library of anyone seeking to transform their company’s ability to consistently attract and retain the most desirable candidates.  \u003c\/p\u003e\u003cp\u003e\"Lou's book has equipped me to hire the best talent in the market and enabled our company to become a unicorn in under 5 years! Of the 450+ business books on my bookshelf, none have had such a profound impact as \u003ci\u003eHire With Your Head\u003c\/i\u003e.\"\u003cbr\u003e—\u003cb\u003eIan Jenkins\u003c\/b\u003e, VP of Global Sales Operations at Cognite.\u003c\/p\u003e \u003cp\u003e\"While serving as a CEO of a food processing company I experienced firsthand the effectiveness of Lou's approach to hiring. It is a process that removes the emotion and focuses on hiring to meet your objectives and the needs of the position and the organization. I have recommended Lou to numerous companies and non-profit organizations.  The results have all been the same – highly successful hires.\"\u003cbr\u003e—\u003cb\u003eKeith Swayne\u003c\/b\u003e, Retired CEO, Case Swayne Co.\/International Food Solutions\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989364556005,"sku":"NP9781119808886","price":35.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119808886.jpg?v=1761783827","url":"https:\/\/k12savings.com\/es\/products\/hire-with-your-head-isbn-9781119808886","provider":"K12savings","version":"1.0","type":"link"}