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A practical step-by-step approach to hiring the right person. Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions. The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it. Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.
Autorentext
Dr. David S. Cohen is a Principal in the Strategic Action Group, a consulting firm specializing in human resources development. His work with corporations is in several primary areas: management and leadership development; behavioral-based recruitment, selection, and performance management; helping corporations to articulate their values and develop a strategic vision; creating high-performance, results-focused teams.
Dr. Cohen's background spans both corporate consulting and education. He has consulted with a diverse group of industries in Canada., the United Kingdom, and the United States, specializing in the design and delivery of management development programs and human resources processes that are integrated with the business plan, vision, and values of individual clients.
Dr. Cohen is a sought-after speaker on human resource issues that has presented frequently for groups such as Linkage, the Institute for International Research, Insight, IQPC, the Canadian Management Centre (of American Management Association International), and the Human Resources Professional Association of Ontario Annual Conference. He is also called upon as a keynote speaker at a variety of corporate programs.
Dr. Cohen holds a doctorate in Education from Boston University and is a member of the Human Resources Professional Association of Ontario (HRPAO).
Klappentext
A PRACTICAL STEP-BY-STEP APPROACH TO HIRING THE RIGHT PERSON
Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions.
The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it.
Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.
Zusammenfassung
A practical step-by-step approach to hiring the right person.
Every hiring manager knows that the traditional hiring and interviewing process is a poor tool for predicting organizational fit and future on-the-job success. Behavioral interviewing can improve your chances of picking the right candidate two to five times over traditional processes. It focuses on how the candidate works rather than on skills, qualifications, and impressions.
The Talent Edge shows how you can develop a concrete understanding of what your own top performers do differently than the majority of their peers, and how to translate that knowledge into a better hiring system. While using case studies from organizations that have successfully transformed their hiring practices, the book articulates the business case for a Behavioral Interviewing system, and provides a roadmap for implementing it.
Comprehensive coverage includes: how to write job profiles and translate them into questions and answers that can be used in the interview; how to prepare for the interview, ask questions, and probe for the right information. The book also offers advice on how behaviors that are defined and proven to be useful in the hiring process can be incorporated into performance management, career development, and succession planning.
Inhalt
Acknowledgements xii
Introduction: Leaders Needed ix
Chapter 1 Value Beyond the Balance Sheet: The Right People 1
Are Your People Really Your Competitive Advantage? 1
The Traditional Interview: Rolling the Dice 2
The Hiring Manager 4
The Human Resources Professional 5
Behavioral Interviewing: Examining the Past to Predict the Future 6
Not a Cookie-Cutter Approach 7
Case Study Profiles That Lead the Way 8
A Vision of Organizational Clarity 16
Chapter 2 Making the Business Case for Behavioral Interviewing 19
Competing for the Best 19
Why Hiring Decisions Fail 20
The Job Description 21
The Résumé 23
Technical Credentials 24
Experience 24
Hypothetical Situations and Opinions 25
Behavioral Information 26
Comparing Types of Information 27
The Interviewing Skills of the Candidate 28
The Time It Takes for a Decision 29
Reference Checks 30
Structured and Unstructured Interviews 31
The Odds and the Options 32
Determining the Economic Value-Added 33
Getting Buy-In From the Organization 38
Case Studies: Two Approaches to Behavioral Interviewing 39
Summary 46
Chapter 3 The Organization, the Job, and the Candidate: The Right Fit 47
Understanding What to Look For 47
Employees Success and Failure 48
The Importance of Defining Fit 49
Organizational Values 50
Organizational Culture 55
Organizational Vision 55
Corporate Mission, Strategy, and Objectives 56
Linking Values to Behaviors 56
The What and How of a Job 58
Technical Knock-Out Factors 60
Can-Do and Will-Do Factors 60
Behavioral Competencies 61
Transferability: The Hierarchy of Behaviors 63
Developing Behavioral Competencies in Your Unique Organization 65
A Road Map for Success 66
Working With Values: Case Study Examples 67
Summary 73
Chapter 4 Developing Behavioral Profiles that Benchmark Top Performance 75
Identifying, Examining, and Describing Top Performance 75
Critical Incidents 77
A Critical Incident: An Example 78
Breaking Down the Incident 78
The Right Critical Incident and Behaviors 79
Critical Incidents and Behavioral Interviewing 80
Focus Groups 81
Identifying Must-Have and Preferred Behavioral Competencies 86
Writing the Behavioral Profile 88
Sample Behavioral Profile 91
Case Study Profiles 96
Summary 105
Chapter 5 Writing Behavioral Questions that Elicit High-Yield Information 107
Behavioral Questions 107
Key Words 111
Sample Behavioral Questions 112
The Interview Guide 115
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