Table of Contents
Foreword Todd Rose, President of Populace xi
Introduction Performance-based Hiring, Four Editions Later xv
A Short History on the Importance of Hiring Top Talent xvi
Being More Efficient Doing the Wrong Things Is Not Progress xvii
Creating a Win-Win Hiring Culture xix
The Big Three Hiring Challenges xxi
Clarifying Job Expectations Up Front Is the Key to Hiring Outstanding People xxii
Why Performance-based Hiring Is the Right Business Process for Hiring xxiii
Chapter 1 Define Your Talent Strategy Before You Design Your Hiring Process 1
Stop Making Tactical Excuses for a Strategic Problem 2
Win-Win Hiring: Hiring for the Anniversary Date, Not the Start Date 8
Negotiate with the End in Mind 11
More High Touch and Less High Tech: Convert Strangers into Acquaintances 12
Chapter 2 Step-by-Step Through the Performance-based Hiring Process 13
Win-Win Hiring; Hire for the Anniversary Date. Not the Start Date 14
Hiring a Great Person Starts with a Great Job 16
Summary 27
Chapter 3 The Best Candidates Are Often Not the Best Hires 29
The Worst Candidates Are Often the Best Hires 30
Some Great Candidates Become Great Hires, but Many More Don't 34
Would You Rather Hire a Great Candidate, or Someone Who Delivers Great Results? 36
Summary: Avoid the 90-Day Wonders 37
Chapter 4 Developing a Bias-Free Hiring Process 39
Conduct a Pre-hire Performance Review 41
Use Organized Panel Interviews 43
Script the Interview and Give Candidates the Questions 44
Wait 30 Minutes Before Making Any Yes or No Decision 44
Treat Candidates as Consultants 47
Measure First Impressions Last 49
Summary 49
Chapter 5 Using the BEST Test to Reduce Unconscious Bias 51
Two Huge Flaws in Personality Assessments That Are Often Ignored 52
Personality Assessments Are Valuable When Used Later in the Hiring Process 55
Take the BEST Test Before Interviewing Anyone 56
Summary: Use the BEST Test to Confirm Rather Than Predict 61
Chapter 6 The Hiring Formula for Success 63
Win-Win Hiring Begins with the End in Mind 64
The Big Four Fit Factors Drive Motivation to Excel 69
The Fit Factors and Their Impact on Job Performance 70
Summary 74
Chapter 7 Understanding the Real Job Starts with a Performance Profile 77
Define the work before Defining the Person Doing the Work 78
Hire for Performance to Attract Outstanding Talent 80
The Legal Validation for Using Performance-based Hiring 83
Different Techniques to Develop Performance-based Job Descriptions 86
Convincing Hiring Managers to Use Performance Profiles 102
Summary 104
Chapter 8 Conducting the Exploratory Phone Screen 107
The Exploratory Phone Screen Drives Hiring Success 107
Use the Phone Screen to Find and Recruit Semifinatists 111
Summary: Use the Phone Screen to Control Your Entire Hiring Process 119
Chapter 9 Conducting the Performance-based Interview 121
Checklist: The Performance-based Hiring Interviewing Process 123
The Eight-Step Performance-based Interview Guide 127
Well-Organized Panel Interviews Increase Assessment Accuracy 150
Key Highlights of the Performance-based Interview Process 154
Chapter 10 Making the Assessment Using the Quality of Hire Talent Scorecard 157
Keys for Conducting an Evidence-based Candidate Assessment 158
Step-by-Step Completing the Quality of Hire Talent Scorecard 164
Essential Core Competences 167
Addressing the Balancing Act Between Recruitability and Competency 173
Organizing the Interview to Maximize Assessment Accuracy 174
Summary 176
Chapter 11 Comparing Performance-based Hiring and Behavioral Event Interviewing 177
Lack of Job Analysis is the Big Gap in BEI 178
Behavioral Fact-Finding is the Key to an Accurate Assessment 179
Summary: Performance-based Interviewing is BEI on Steroids 185
Chapter 12 Sourcing Outstanding Talent: Blending High Touch with High Tech 187
Semifinalist Criteria for Prequalifying Candidates 188
Understanding the Sourcing and Recruiting Funnel 190
Make It Personal Let's Go for a Career Ride 193
Sourcing Checklist 194
Implementing a Scarcity of Talent Sourcing Program 195
Think Small-Batch. High-Touch: Source Semifinalists 195
Develop an "Ideal Candidate Persona" 200
Direct Sourcing and Networking 207
Indirect Sourcing and Networking 214
Summary: Networking Rules! 220
Chapter 13 Start the Recruiting Process with a Career Discussion, Not a Sales Pitch 223
Conduct Career Discovery on Your First Call 224
Recruiting Is Getting the Candidate to Sell You, Not You Selling the Candidate 232
Summary 235
Chapter 14 Recruiting and Closing Top Performers 237
The Basics of Recruiting and Closing 238
Don't Make an Offer Until You're 100% Sure It Will Be Accepted 244
Testing Offers 249
Summary 256
Chapter 15 Leveraging HR Technology to Implement Performance-based Hiring 257
Using the Trickle-Up Approach to Validate the Impact 258
Use SeekOut to Build a Talent Pipeline of Outstanding Diverse Talent 260
Hiretual.com Offers a Unique AI Approach for Sourcing the Hard to Find 261
Eightfold Takes a Comprehensive AI-Approach for Matching People with Opportunities Based on Potential 262
Phenom Converts Workforce Planning into a Strategy Asset 263
AI for Screening Has a Powerful Tool with pymetrics.ai 264
Creating an Internal Mobility Platform Using SmartRecruiters 265
Using Greenhouse to Maximize Quality of Hire 266
Conduct a Reference Check Before Making an Offer Using Checkster 267
Use Onboarding to Start Delivering on the Promise 268
Feedback Process Control with Outmatch.com 269
Create a Win-Win Hiring Culture 270
Chapter 16 Use Performance-based Hiring to Create a Win-Win Hiring Culture 271
Deliver on the Win-Win Hiring Promise 273
Building a Win-Win Hiring Culture Starts with the Right Talent Strategy 276
Measure and Manage Quality of Hire 279
Use High Touch to Create an Outstanding Candidate Experience 281
Take the Risk and Bias Out of the "Yes" Decision 282
Hiring Strong People Is the First Step in Managing a Great Team 284
Appendix 1 Performance-based Hiring and Legal Compliance 285
Appendix 2 Forms 289
Exploratory Phone Screen Talent Scorecard 290
The Performance-based Phone Screen 291
Quality of Hire Talent Scorecard 292
The Performance-based Interview (1/2) 293
The Performance-based Interview (2/2) 294
The Ideal Candidate Persona (1/2) 295
The Ideal Candidate Persona (2/2) 295
Index 297
