Hire With Your Head_ Using Performance-Based Hiring to Build Great Teams

Hire With Your Head_ Using Performance-Based Hiring to Build Great Teams

HIRE HEAD with your third edition Using Performance-based Hiringsm to Build Great Teams Lou Adler John Wiley & Sons, Inc HIREyour with HEAD HIRE HEAD with your third edition Using Performance-based Hiringsm to Build Great Teams Lou Adler John Wiley & Sons, Inc Copyright © 2007 by Lou Adler All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada Wiley Bicentennial Logo: Richard J Pacifico No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books For more information about Wiley products, visit our web site at www.wiley.com Library of Congress Cataloging-in-Publication Data: Adler, Lou Hire with your head : using performance-based hiring to build great teams / Lou Adler.—3rd ed p cm ISBN 978-0-470-12835-0 (cloth) Employee selection Employees—Recruiting Employment interviewing I Title HF5549.5.S38A35 2007 658.3'11—dc22 2007012416 Printed in the United States of America 10 Foreword Since the early 1990s, I’ve been advising business leaders in organizations ranging from JC Penney to JP Morgan Chase on how to leverage talent to meet their business objectives One piece of advice that is a slam dunk is this: Buy a copy of Lou Adler’s Hire with Your Head for yourself, read it, and then buy copies for every hiring manager, every recruiter, and every human resources professional in your organization Why? Because this book offers a systematic approach to Performance-based Hiring and that is the most important thing you’ll ever to build your team As much as things change in the business world from week to week and year to year, there is one fact that isn’t going to change: Talent is the number one asset in every organization That has always been true, but the value of talent is even more important in the changing economy than ever before Organizations in every industry are trying to increase productivity and quality and they cannot rely on technology alone to achieve those objectives As employers cut waste, introduce new technologies, and streamline operations, they put even more pressure on individuals to “add value” on a daily basis Every operation nowadays must be lean, flexible, and high performance Every supervisor is under pressure to get more and better work out of fewer people That means those few people had better be really, really good High performance under pressure is what the real new economy is really all about Technology implementation will continue, organizations will become even leaner, the pace of change will get even faster, competition will be even more intense, businesses will become even more customer focused, expected response times will get shorter, and productivity expectations will grow The whole game is moving to a higher level v vi ➤ FOREWORD That’s why there is a growing premium on people—at all ends of the skill spectrum—who can work smarter, faster, and better You want your people to be innovative (within guidelines), passionate (within reason), and armed with sufficient discretion to make mistakes (as long as they are not too big) In lean, restructured companies, the best employees are handling more responsibility, using greater technical skill, and applying more precious human judgment than ever before Every individual, like every business, has his or her own value proposition to offer employers in the free market for talent, which really means simply: “Here’s what I can do.” That value proposition is strictly business One really good person is worth a whole pile of mediocre people Really good people “can do” real things (very well and very fast) that add real value to your bottom-line They know it just as well as managers know it We’re talking about that senior executive talent who can turn around a division in 18 months The programmer who can write two lines of code for every one that an ordinary programmer writes The call-center operator who can dazzle every customer, gather market research on the front lines, and routinely suggest improvements in the whole system The salesperson in the field who can sell anything to anybody and who also monitors warehouse inventory and the production schedule from his palm computer The warehouse manager who knows everybody by name and also knows the new database inside and out The nonphysician health professional who delivers care previously reserved only for doctors And the soldier operating a laptop computer mounted on a tank in the midst of battle who turns around, as soon as the battle is won, and plays the role of peacekeeper Regardless of fluctuations in the labor market, demand for those great people is going to outpace supply for the foreseeable future And hereafter, in the real new economy, there’s going to be a perpetual struggle in the marketplace to leverage the value of labor How you go about sourcing, attracting, and selecting the best people? Business leaders, managers, and hiring professionals who fail to take a long-term strategic approach to hiring in today’s rapidly changing business world will face a perpetual staffing crisis You may be understaffed one day and overstaffed the next; the problem Foreword ➤ vii is, you won’t be intelligently staffed with the right people in the right places at the right times If you want to be intelligently staffed, you have to hire with your head Seize control of your talent supply chain, just as you have with other critical resources That means you need the kind of systematic approach Lou Adler offers in this book Throughout most of the industrial era and until recently, the dominant staffing model for most employers was based on longterm, full-time, on-site employment relationships But in today’s quickly changing marketplace, where employers can never predict what is just around the corner, the old-fashioned, stable, til-retirement-do-us-part employer-employee relationship just doesn’t fit The key to continued success for companies today is the ability to adapt rapidly to new circumstances—staffing may have to expand rapidly in one skill area, or contract rapidly in another—or both at the same time Staffing strategy must be geared to face this reality People in today’s workforce want to know what you want from them today, tomorrow, next week, and next month and exactly what you have to offer them in return Create a compelling recruiting message by answering the fundamental question people want answered: “What’s the deal?” To be effective in today’s labor market, you need to be communicating that message through an aggressive and year-round effort to a wide range of well-chosen candidate sources Why? If you attract an applicant pool that is sufficiently large, you can be very, very selective when it comes to the ultimate hiring You must be prepared to implement a rigorous selection process that is all about collecting proof that potential hires have the skills they need to get up to speed and start contributing right away What you’ll find in this book is a step-by-step process with detailed instructions for taking a logical, systematic approach to getting the right new-hire in the right place at the right time every time We all owe Lou Adler our thanks for the third edition of this gem BRUCE TULGAN Author of Winning the Talent Wars and founder of RainmakerThinking, Inc.® 286 ➤ APPENDIX C Appendix C ➤ 287 288 ➤ APPENDIX C Appendix C ➤ 289 290 ➤ APPENDIX C Index ABC method for tracking responses, 157 Accomplishments: comparable past, 102, 153–154 individual, 106 job-related, 106, 118 most significant, 103–107, 110, 118, 121–122 questions for clarifying, 103–104, 109 team, 105, 110, 118 Active candidates, 71–72 ADA (Americans with Disabilities Act), 60, 133, 267, 268 Addendum to resume, 131, 134 Ads: boring, 8, 76 CEO example, 78 compelling examples, 77, 78, 248 converting to stories, 77–78 customer service representative examples, 76–77 implementing, 247–248 Internet-based, 67–68, 80–81, 89–90 legal issues, 272 and performance profiles, 61 posting, 80–81, 248 reverse engineering, 80, 89–90 telemarketing rep example, 248 titles, 79 writing, 75–80, 247–248 Advanced reasoning, 108 Adverse impact, of tests, 187 After-acquired evidence doctrine, 269 Age, questions about, 132 Age Discrimination in Employment Act, 272 Aggregators of job postings, 89 Alcohol problems, 270 Alumni lists, 82 American International Group (AIG), 6, 92, 236 Americans with Disabilities Act (ADA), 60, 133, 267, 268 Anchoring performance objectives, 112–114, 116–117, 175–176 Application(s): legal issues, 269–270, 272 process, 8, 85–86 Arbitration, binding, 270–271, 274–275 Arrest/criminal records, 132, 267, 270 Asserting the consequent, 191 Assessment, 135–165 balance across critical job factors, 137–138 benefits of, 139 on career web site, 87 character, 158–160 checklist, 194 comparability of past accomplishments, 153–154 conducting, 141–161 debriefing session, 145–147, 165, 194, 252–253 decision-making errors, 135–136 differences in, between hiring managers, 12–13 environmental and cultural fit, 156–157 fatal flaws, 161–163, 165, 192 levels, ranking, 144–145 motivation, 149–150 organizing interview, 140–141, 290 panel interviews, 178 Performance-based Hiring implementation, 252–254 planning, management, and organization, 155–156 291 292 ➤ INDEX Assessment (continued) potential, 160–161 problem-solving and critical-thinking skills, 152–153 process overview, 139 professionalism and quality of interview, 163–164, 165 talent, 148–149 team leadership, 150–152 ten-factor, 142–143, 250–251, 253, 257–259, 286 testing, 185–193, 194, 196 tips, 164–165 trend of performance over time, 157–158 Associations, for sourcing, 82 At-will employment, 271, 274–275 Background checks, 183–184, 194, 196 authorization form, 273 implementing, 253 legal issues, 267–268, 270, 272, 273 Bad hires, 139 Bekken, Rob, 52, 58, 185, 265 Benchmarking, 4–5, 40, 46, 51–52 Big-picture approach, to performance profiles, 46–49 Binding arbitration, 270–271, 274–275 Blogs, 82 Boden, Eric, 185–186 Books, recommended, Bossidy, Larry, 6, 29, 97 Branding: employer, 70, 73–74 job, 70 Broadcom, 6, 92, 236 Brown, Michael, 184 Buckingham, Marcus, 6, 35 Burck, Charles, Burns, Susan, 240 Byrne, John A., Candidate(s) See also Motivation of candidates active, 71–72 calling within 24 hours, 86 delegating knowledge to, 48–49 with disabilities, 60, 133, 267, 268 extroverted versus introverted, 101, 121, 149, 152, 190–191 getting to give good answers, 20–21 nervous, 119–120 passive, 9, 71–73, 93–96 profiles of, 81–82 quiet, 101, 121 relationship with interviewer, 13–14 Career events, 68 Careermetasearch.com, 89 Career web sites, 7–8, 83–88, 91–92, 235 Case studies: product marketing manager performance profile, 41–43 take-home, 180–183, 194, 196 CEO, sample ad for, 78 Challenging questions, 207–209 Character, assessing, 123–124, 158–160 Charan, Ram, 6, 97 Checklists: debriefing, 145–147 interviewing and assessment, 194 offers, 215 reference checking, 171, 173 Children, asking about, 132 China, impact on hiring, 235 Civil Rights Act of 1964, Title VII, 267, 272 Closing See also Recruiting as interview step, 118–119, 126–127 offers, 216–218 overcoming objections, 218–226 Performance-based Hiring implementation, 254–255 Club membership, 132 Coaching for Improved Work Performance (Fournies), 62 Coffman, Curt, 6, 35 Cognitive ability tests, 185, 186–188, 191, 194 Cognos Software, 6, 92, 236 Cold calls, to passive candidates, 93–96 College recruiting, 68 Collins, Jim, 6, 35, 97, 229 Colvin, Geoffrey, 111–112 Commitment, assessing, 159 Index Common law, 268 See also Legal issues Company, quality of, 70, 203, 241 Comparable past accomplishments, 102, 153–154 Compensation See also Offers as candidate motivation, 70, 203, 241 creating leverage for negotiation, 209–210 differentiating on, 9, 61, 198, 200 and interview close, 126 objections to, 218–220 in 30% PLUS Solution, 203, 204, 210–211, 218–219 Competence, 4–5, 13 Complex reasoning, 108 Consumer marketing expertise, lack of, Consumer reports, 267–268, 270, 272, 273 Content validity, of structured interviews, 278–279, 280–281 Continuous rehiring, 31, 37, 62, 67 Counteroffers, 220–221, 226 Courtesy interviews, 175 Covey, Steve, 115 craigslist.org, 247–248 Creative objectives, 48 Criminal/arrest records, 132, 267, 270 Critical-thinking skills, 152–153 Cultural fit, 124–126, 146–147, 156–157 Culture, talent-centric, 239–243 Customer-relationship management, 87, 91–92 Customer service directors, performance profile example, 56 Customer service representatives, ad examples, 76–77 Debriefing, 145–147, 165, 194, 252–253 Decide and collect approach, 147 Decision-making mistakes, 135–136 Deloitte, 92 Deloitte & Touche, 84–85, 86 Deloitte Touche Tohmatsu, 74 Demographics, as hiring challenge, 234–235 Direct sourcing, 68–69 ➤ 293 Disabilities, candidates with, 60, 133, 267, 268 DISC instrument (personality test), 185, 188, 189–190 Discrimination, 267 Diversity hiring program, 58–60, 68, 92–93 Doing: versus getting the job, 14–16 versus having, 33, 38, 41, 46, 49–51 Drip marketing, 87 Drug rehabilitation, 268 Drug testing, 194, 253, 270 Edmondson, Dave, 184 Email marketing campaigns, 67, 91–92 Emotional intelligence, 101–102, 150–151 Employee referrals, 68, 92–93, 98, 258 Employee value proposition (EVP), 205–207, 230, 246–247 Employer branding, 70, 73–74 Energy2, 100–101 See also Motivation Engineers: anchor and visualize pattern, 117 problem-solving interview question, 107 English as a second language, and testing, 187 Entry-level positions: anchor and visualize pattern, 117 most significant accomplishment question, 105 motivation, 149–150 reference checking, 170 Environmental fit, 124–126, 146–147, 156–157 Equal Employment Opportunity Commission (EEOC), 271, 272 eQuest.com, 89–90 Es of leadership, four (General Electric), 100 Ethnicity/race, 132 Execution (Bossidy, Charan, and Burck), 6, 97 Experience gap, 219–220 External recruiters, 69 Extroversion, 149, 152, 190–191 294 ➤ INDEX Fact-finding: assessing character and values, 123 clarifying accomplishments, 103–106, 108–109, 122–123 interviewing technique, 127–129, 251–252 reference checking, 170, 172, 173–174 Fair Credit Reporting Act (FCRA), 267–268, 270, 272 Family issues, asking about, 132 Fatal flaws, 161–163, 165, 192 Federal Emergency Management Agency (FEMA), 184 Federated Department Stores, 86, 240 Final interview question, 126–127, 209–210, 223 First, Break All the Rules (Buckingham and Coffman), 6, 35 First impressions See also Objectivity problems with, 4, 5, 9, 14, 16–18 30-minute rule, 18–19, 118, 119, 138, 194, 249 First-line managers, performance profile example, 53–55 Fisher & Phillips (law firm), 52, 58, 183 Flaws, fatal, 161–163, 165, 192 Focus, technical/tactical/strategic, 108 Forms and templates: at-will employment and arbitration, 274–275 background check authorization, 273 interview, 140, 284–285, 287–290 organizing the interview, 140, 290 phone screen, 287 ten-factor candidate assessment, 142–143, 250–251, 253, 257–259, 286 Formula for predicting performance, 100–102 Fournies, Ferdinand, 62 Golden rules for hiring, 260–261 Goleman, Daniel, 101–102, 150–151 Good to Great (Collins), 6, 35, 97, 229 Google, 7, 74, 89 Google Analytics, 88 Gut feelings, 19–20, 136, 147 General Electric (GE), 35, 97, 100, 236 Getting versus doing the job, 14–16 Global workforce changes, 235, 244 Goals, assessing, 159 Going-away/going-toward motivations, 69–71, 202–203, 241 IBM career web site, 84, 85, 86 Inappropriate/illegal interview questions, 131–133 Incomplete hires, 139 Indeed.com, 89 Individual accomplishments, 106 Handler, Charles, 185, 277 Harassment, 267 Harvard Business Review, 135–136 Having, converting focus to doing, 33, 38, 41, 46, 49–51 HealthEast Care System (Minneapolis), 6, 35–36, 40, 92, 236 Hesitation, candidate, 223, 224–225 Hippocrates, 189 Hiring See also Performance-based Hiring challenges, 11–13, 234–236 changes in, 233–234 golden rules for, 260–261 importance to manager’s success, 1–3 manager and recruiter satisfaction with, 233 mistakes, 13–15, 101, 136 problems, 7–10, 139 process overview, 4–5 Hiring managers: and candidate motivation, 69–70, 203, 241 differences in assessment, 12–13 performance profile use, 245–246 reference checking, 170 role in recruiting, 198–199 satisfaction with hiring, 233 screening process of, time spent on hiring, 12 Hoffer, Eric, 167 Hub and spoke concept, 85, 90, 98 Hunter, John, 12, 186 Index In-N-Out Burger, 51, 177 Internal transfers, 32, 67 Internet: ads, 67–68, 80–81, 89–90 job boards, 12, 67–68, 80–81 and workforce mobility, 31, 62, 65–66 Interview(s), 99–134, 174–183 checklist, 194 courtesy, 175 fact-finding, 103–106, 108–109, 122–123, 127–129 forms, 140, 284–285, 288–290 getting candidates to give good answers, 20–21 legal issues, 272 literature overview, 279–280 mistakes, 147–148 modifying to assess all traits and behaviors, 121–123 objectivity during, 16–20 organizing, 140–141, 251–252, 290 overview, 23 panel, 177–183, 194, 196 Performance-based Hiring implementation, 248–250 preparing for, 129–130, 134 process, 118–119 professionalism and quality of, 163–164, 165 purpose of, 19, 174–175 recruit and close, 118–119, 126–127 second round, 174–183, 288–289 structured, 277–282, 284–285 telephone, 131, 134, 248–249, 287 tips, 134 trend line of performance, 106–107, 111–112 validity of, 12, 277–282 warm-up, 118, 119–121 Interviewer(s): limiting participation/input of, 164 primary, 178–179 relationship with candidate, 13–14 secondary, 179–180 technical, Interview questions: anchor, 112–114, 116–117 challenging, 207–209 ➤ 295 character/values, 123–124 clarifying accomplishments, 103–104, 109 final, 126–127, 209–210, 223 inappropriate/illegal, 131–133 most significant accomplishment, 103–107, 110, 118, 121–122 personal, 131–132 personality/cultural fit, 124–126, 146–147 visualization and problem solving, 107–108, 114–117, 118, 249–250 work charts, 52, 109–111, 155–156 Introversion, 101, 121, 149, 152, 190–191 Intuition, 4, 5, 136, 139, 147 Intuitive Surgical, 74–75 Investigative consumer reports, 267, 270, 273 Jack (Welch and Byrne), 6, 97, 100 Jacob, Chuck, 1–2, 28 Japan, impact on hiring, 235 JigSaw, 94 Job(s): branding, 70 as dominant selection criteria, 16, 17 objections to scope of, 222 quality of, 69, 203, 241 Job boards, 12, 67–68, 80–81 Job descriptions See also Performance profiles boring, compelling, 22 online, 66 versus performance profiles, 10–11, 29–30, 31–32, 44–45 Job-related accomplishments, 106, 118 Jobs2web.com, 89 Jung, Carl, 189 Just-in-time sourcing, 96–97 Knockout questions, on career web site, 87 Knoepke-Campbell, Trudy, 35–36 Ladders (web site), 77 Lawsuits, 52, 183 296 ➤ INDEX Legal issues, 265–275 See also specific laws ads, 272 applications, 269–270, 272 at-will employment, 271, 274–275 background checks, 267–268, 270, 272, 273 binding arbitration, 270–271, 274–275 common law, 268 deselecting problem employees during hiring, 269–271 discrimination, 267 drug tests, 270 harassment, 267 inappropriate/illegal interview questions, 131–133 Internet applicants, 88 interviews, 131–133, 272 overview, 58 performance profiles, 52, 58–60 references, 169 statutes, 266–268 Levels, ranking, 144 LinkedIn, 73, 94 Literature overview, interview, 279–280 Lottery wheel of justice, 269, 270–271 Lovin’ Spoonful, 135 Machiavelli, Niccolò, 233 Management commitment, 236–239 Managerial objectives, 39, 48 Managers: first-line, 53–55 importance of hiring, 1–3 lackadaisical, 8–9 product, 31, 41–43 project, 34 recruiting, 57–58 sales, 107 work charts, 110 Marston, William, 189 Micro-approach, to performance profiles, 46, 49–51 Microsoft, 74, 84, 85, 86, 92 Mismatched hires, 139 Mistakes: decision-making, 135–136 hiring, 13–15, 101, 136 interview, 147–148 recruiting, 227–229 Mobility, workforce, 3–4, 31, 62, 65–66, 234–235 Modeling, 4–5 Money See Compensation Most significant accomplishment (MSA), 103–107, 110, 118, 121–122 Motivation of candidates, 201–207, 230 See also Candidate(s) assessing, 149–150 employee value proposition, 205–207, 230 going-away/going-toward reasons, 69–71, 202–203, 241 importance of, 4–5, 7, 12 as success component, 100–101 30% PLUS Solution, 203–207 Multilevel sourcing, 67–69, 90–98 Myers-Briggs Test, 185, 188, 189, 190–191 Nationality, 132 Negligent hiring claim, 268 Negotiating and closing offers, 210–213 Nervous candidates, 119–120 Networking, 93–96 Newsletters, 92 Nichols, Neil, 239 Nonhires, 139 “No” votes, 9–10, 20, 136, 148 Objections, 218–226 closing on, 218 counteroffers, 220–221, 226 hesitation, 223 job scope, 222 lack of long-term opportunity, 224 lack of promotional opportunities, 221–222 not enough money, 218–220 push-away to demonstrate growth opportunities, 225–226 take-away to address hesitation or resistance, 224–225 Objectivity See also First impressions importance of, 4, 167–168 increasing during interview, 16–20 Index lack of, and panel interviews, 177 and reference checking, 174 selection criteria, 272 Offers See also Compensation checklist, 215 negotiating and closing, 210–213, 216–218 retracting, 224–225 testing components of, 213–216, 255 Office of Federal Contract Compliance Programs (OFCCP), 88, 271 Ogilvy, David, 65 Onboarding, and performance profiles, 61–62 Opening, interview, 118, 119–121 Opportunity: gap, 207–209, 254 lack of, 224 Organization charts, 52, 110 Organizing interviews, 140, 251–252, 290 Panel interviews, 177–183, 194, 196 benefits of, 177–178, 194 conducting, 178–180 implementing, 252 primary interviewer, 178–179 secondary interviewers, 179–180 take-home case study, 180–183, 194 Panny, Bill, Passive candidates, 9, 71–73, 93–96 Performance, predictability of, 12, 32, 100–102 Performance-based Hiring See also Hiring core concepts, 22 formula for predicting performance, 100–102 golden rules, 260–261 legality of, 58, 265–275 steps in, 22–23, 24 validity of structured interviews used in, 277–282 Performance-based Hiring implementation, 245–260 ads, 247–248 assessment, 252–254 ➤ 297 background checks, 253 debriefing, 252–253 employee value proposition, 246–247 interviewing, 248–250 organizing the interview, 251–252 panel interviews, 252 performance profiles, 245–247 pilot program, 256–260 recruiting and closing, 254–255 reference checks, 253–254 starting small, 245 10-Factor Candidate Assessment, 250–251, 253 30% PLUS Solution, 254–255 Performance objectives: anchoring, 112–114, 116–117, 175–176 in performance profiles, 33–34, 38 SMARTe, 34 unclear, 48–49 visualizing, 114–115, 175–176 Performance profiles, 29–63 benchmarking, 40, 46, 51–52 benefits of, 36–37, 60–63 big-picture approach, 46–49 case study, 41–43 changing focus to doing versus having, 33, 38, 41, 46, 49–51 customer service director example, 56 and diversity hiring programs, 58–60 first-line manager example, 53–55 implementing, 245–247 importance of, 24–25, 193, 194, 242–243 legal issues, 52, 58–60 long-term planning and strategy issues, 39–40 management and organization objectives, 39 managerial objectives, 48 micro-approach, 46, 49–51 organization/work charts in, 52 overview, 22 performance objectives in, 33–34, 38 physical requirements of job, 60 preparing, 37–41 product manager example, 31 298 ➤ INDEX Performance profiles (continued) product marketing manager case study, 41–43 project manager example, 34 recruiting manager example, 57–58 sales and marketing director example, 50 sales representative example, 44 samples, 53–58 and sourcing, 61, 74–75 strategic/creative objectives, 48 tactical objectives, 47–48 team skills in, 39 tips, 63 versus traditional job descriptions, 10–11, 29–30, 31–32, 44–45 uses, 30–31, 35–36, 37 Personal interview questions, 131–132 Personality, measuring, 124–126, 146–147 Personality-related tests, 185, 188–191, 194, 196 Phone interviews, 131, 134, 248–249, 287 Physical job requirements, 60, 133 Pilot program, 256–260 See also Performance-based Hiring implementation objectives, 256–257 organizing, 257 return on investment, 260 validating interviewing and assessment methodology, 258–260 validating sourcing program, 257–258 Planning: assessing, 155–156 in performance profiles, 39–40 workforce, 96–97, 98, 237, 243–245 Pollard, Bill, 269 Potential, assessing, 160–161 Predictability of subsequent performance, 12, 32, 100–102 Predictive Index (PI), 189–190 Primary interviewers, 178–179 Problem employees, deselecting during hiring, 269–271 Problem solving: interview questions, 107–108, 114–117, 118, 249–250 skills, 102, 107–108, 114–117, 118, 152–153 take-home, 180–183, 194, 196 Process issues, in structured interview validity, 281 Product managers: performance profile case study, 41–43 performance profile example, 31 Profiles XT, 186, 191 Project managers, performance objective example, 34 Projects, 155 Promotions, 32, 221–222 Push-away to demonstrate growth opportunities, 225–226 Push-pull techniques, 207–209, 254 Quest (company), 6, 236 Quiet candidates, 101, 121 Race/ethnicity, 132 Radio Shack, 184 Reasoning types, 108 Recruiters: external, 69 performance profile use, 246 satisfaction with hiring, 233 screening process of, technology use, 235 Recruiting, 118–119, 126–127 See also Closing after offer is accepted, 226–227 and candidate motivation, 201–207 challenging questions, 207–209 college, 68 described, 198–201 employee value proposition, 205–207, 230 importance of, 229 mistakes, 227–229 opportunity gap, 207–209 overview, 23 Performance-based Hiring implementation, 254–255 Index principles of, 197 versus selling, 10, 198, 199 tips, 230–231 Recruiting managers, performance profile example, 57–58 Red Bull, 51–52 Reference checking, 168–174, 194, 195 checklists, 171, 173 implementing, 253–254 importance of, 168–169 procedure, 170–174 qualifying candidates, 171–174 qualifying references, 170–171 Rehabilitation Act, 267 Rehiring, continuous, 31, 37, 62, 67 REI, 51 Reichheld, Frederick F., 269 Religion, 132 Resume(s): addendum to, 131, 134 databases, 67, 91–92 misleading, 183–184 Retracting offers, 224–225 Return on investment (ROI), 260 Reverse engineering ads, 80, 89–90 Rockwell International, 1–2 Roosevelt, Teddy, 30 Ruby’s restaurant chain, 81–82 SAIC, 92 Salary See Compensation Sales and marketing directors, performance profile example, 50 Salesforce.com, 92 Sales managers, problem-solving interview question, 107 Sales representatives: anchor questions, 113 performance profile example, 44 Schmidt, Frank, 12, 186 Scott, Red, 1, 3, 28, 261 Search-engine optimization, 80, 89–90 Secondary close, 216 Secondary interviewers, 179–180 Selection criteria, 272 Sexual preference, 132 Shula, Don, 197 ➤ 299 Skills: critical-thinking, 152–153 problem solving, 102, 107–108, 114–117, 118, 152–153 team, 39, 105, 110, 118 technical, 5, 38–39, 136 tests, 185–186, 194 SMARTe performance objectives, 34 See also Performance objectives Social groups, asking about, 132 Societies, for sourcing, 82 Software developers, clarifying accomplishments, 109 Sourcing, 65–98 active versus passive candidates, 71–73 ads, 75–81 candidate profiles, 81–82 career web site design, 83–88 customer-relationship management, 87, 91–92 direct, 68–69 employee referrals, 68, 92–93, 98 employer branding, 70, 73–74 Internet job boards, 67–68, 80–81 just-in-time, 96–97 mission statement, 67 motivations of top people, 69–71 multilevel, 67–69, 90–98 overview, 22 and performance profiles, 61, 74–75 recruiting passive candidates, 93–96 resume databases, 67, 91–92 strategies, 97–98 tips, 98 validating, 257–258 workforce planning, 96–97, 98, 237, 243–245 Southwest Airlines, 51, 269 Splash pages, 85, 90 Start date, 216 Statutes See Legal issues Strategic/creative objectives, 48 Strategic focus, 108 Strategy issues, in performance profiles, 39–40 Subjective selection criteria, 272 300 ➤ INDEX Subordinates, interview participation, 177, 178 Success, core traits of, 100–102 Success profiles See Performance profiles Superficial reasoning, 108 Tactical focus, 108 Tactical objectives, 47–48 Take-away to address hesitation/resistance, 224–225 Take-home case study, 180–183, 194, 196 Talent-centric culture, 239–243 Talent-centric sourcing See Sourcing Talent hubs, 85, 90 Talent to work, assessing, 148–149 Team(s): leadership, 101–102, 150–152 quality of, 70, 203, 241 skills, 39, 105, 110, 118 Technical focus, 108 Technical skills, 5, 38–39, 136 Technology, as hiring challenge, 235 Telemarketing reps, ad example, 248 Telephone interviews, 131, 134, 248–249, 287 Templates See Forms and templates 10-Factor Candidate Assessment, 142–143, 250–251, 253, 257–259, 286 Tests, 185–193 categories, 185 cognitive ability, 185, 186–188, 191, 194 personality-related, 185, 188–191, 194, 196 skills, 185–186, 194 uses and limitations, 185–186, 192–193 30-minute rule, for first impressions, 18–19, 118, 119, 138, 194, 249 30% PLUS Solution, 203–207, 210–211, 218–219, 254–255 Time lines, in performance profiles, 46–47 Title VII of Civil Rights Act of 1964, 267, 272 Toll Brothers, 86 Tracy, Brian, Trade shows, 82 Trend line of performance, 106–107, 111–112, 157–158 University of Michigan, Up-down voting process, 9–10, 20, 136, 148 Validity: interviewing and assessment methodology, 258–260 sourcing program, 257–258 structured interviews, 277–282 Values, assessing, 123–124, 159 Verbs, action/passive, 41 Verizon’s Yellow Pages call center, 40 Visualization, 107–108, 114–117, 118, 175–176, 249–250 Volunteer work, 170 Voting on candidates: partial versus full voting rights, 19, 147, 164 up-down voting process, 9–10, 20, 136, 148 Warm-up, interview, 118, 119–121 Web analytics, 88 Web lists, 82 Webtrends, 88 Welch, Jack, 6, 73, 97, 99, 100, 101 Welch, Suzy, Wells Fargo, 6, 92, 236, 238 Winning (Welch and Welch), 6, 73 Wonderlic Personnel Test, 186, 187 Work charts, 52, 109–111, 155–156 Workforce: mobility, 3–4, 31, 62, 65–66, 234–235 planning, 96–97, 98, 237, 243–245 Work history review, 118 Worsnop, Bob, Yahoo, 92 YMCA, 6, 40, 236, 239 Young Presidents’ Organization (YPO), 237–238 ZoomInfo, 73, 77, 78, 94 ...HIREyour with HEAD HIRE HEAD with your third edition Using Performance-based Hiringsm to Build Great Teams Lou Adler John Wiley & Sons, Inc Copyright... Library of Congress Cataloging-in-Publication Data: Adler, Lou Hire with your head : using performance-based hiring to build great teams / Lou Adler.—3rd ed p cm ISBN 978-0-470-12835-0 (cloth)... harder to hire or 10 great people But somehow when we get to thinking about hiring tens or hundreds, we lose sight of what it takes to hire just one great person In this book, we show you how to hire