Hire With Your Head audiobook cover - Using Performance-Based Hiring℠ to Build Great Teams

Hire With Your Head

Using Performance-Based Hiring℠ to Build Great Teams

Lou Adler

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Corporate Culture

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Hire With Your Head
Overcoming Hiring Misconceptions+
Performance Profiles vs. Job Descriptions+
Creative & Efficient Recruitment+
Performance-Based Interviewing+
Thorough Vetting+
The Buying and Selling Dynamic+

Quiz — Test Your Understanding

Question 1 of 8
According to the text, how can an interviewer mitigate the negative effects of first impressions and personal bias?
  • A. By waiting at least 30 minutes after the interview before making any hiring decisions.
  • B. By asking candidates easy questions initially to make them feel comfortable.
  • C. By trusting their gut feeling to determine if the candidate fits the company culture.
  • D. By reviewing the candidate's resume extensively during the first five minutes of the interview.
Question 2 of 8
Why does the author recommend using 'performance profiles' instead of traditional job descriptions?
  • A. Performance profiles are shorter and easier for HR departments to write.
  • B. Traditional job descriptions focus too much on measurable objectives rather than personality.
  • C. Performance profiles outline specific goals and tasks rather than just listing desired skills and traits.
  • D. Performance profiles legally protect the company from hiring discrimination lawsuits.
Question 3 of 8
What is one proven way mentioned in the text to significantly increase the completion rate of job applications on a company's website?
  • A. Requiring a cover letter to weed out unmotivated applicants.
  • B. Allowing the application form to be auto-filled using profiles like LinkedIn.
  • C. Adding a detailed FAQ section about company benefits.
  • D. Eliminating the need for a resume submission.
Question 4 of 8
In a performance-based interview, what is the primary purpose of asking a 'how-would-you' question?
  • A. To discover the candidate's most significant past accomplishments.
  • B. To evaluate how well the candidate can improvise and solve job-specific problems.
  • C. To see if the candidate's personality aligns with the company's culture.
  • D. To verify the accuracy of the skills listed on the candidate's resume.
Question 5 of 8
What is a major advantage of conducting panel interviews over one-on-one interviews?
  • A. They put the candidate under intense pressure to test their stress tolerance.
  • B. They allow the primary interviewer to take a break while others ask questions.
  • C. They reduce small talk and make it easier to objectively assess the candidate's responses.
  • D. They guarantee that the candidate will accept the job offer if selected.
Question 6 of 8
What common mistake do interviewers make during the reference check stage if they have already formed a positive opinion of a candidate?
  • A. They skip the background check and only call the candidate's personal friends.
  • B. They unintentionally shy away from asking the referees tough questions.
  • C. They try to convince the referee to come work for their company instead.
  • D. They ask the referee to lower the candidate's salary expectations.
Question 7 of 8
When making an employment offer to a top-tier candidate, what should a company primarily focus on to 'sell' the job?
  • A. Offering the highest possible salary in the industry.
  • B. Highlighting the opportunity for personal growth and professional development.
  • C. Emphasizing the company's strict adherence to traditional job descriptions.
  • D. Pointing out the ease and low stress of the daily tasks.
Question 8 of 8
What actionable advice does the author give regarding the language used in performance profiles?
  • A. Use passive language to make the job sound more manageable.
  • B. Include legal jargon to ensure the profile is compliant with labor laws.
  • C. Use action verbs like 'create,' 'build,' or 'improve' rather than passive phrases.
  • D. Keep the language vague so the role can evolve over time.

Hire With Your Head — Full Chapter Overview

Hire With Your Head Summary & Overview

Hire With Your Head (2007) will make you think twice before drafting a standard job offer that’ll only attract standard recruits. Learn when to be the seller and when to be the buyer in the HR market so that you’re guaranteed the pick of potential employees. By rewriting the recruitment process from advert to interview, Hire With Your Head will revolutionize your hiring practice.

Who Should Listen to Hire With Your Head?

  • Recruitment and HR managers
  • Team leaders
  • Anyone involved in hiring

About the Author: Lou Adler

Lou Adler is a recruitment expert, best-selling author, international speaker and columnist for a number of major recruitment sites including LinkedIn and Kennedy Information.

 

Lou Adler: Hire with Your Head copyright 2007, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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