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Hire with Your Head: Using Performance-Based Hiring to Build Great Teams

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Hire with Your Head Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever! We have chosen Perfor Hire with Your Head Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever! We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works. -Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results. -John Ganley, Vice President and Chief Talent Officer, Quest Software Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry. -Dan Hilbert, Recruiting Manager, Valero Energy Corporation Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes-in terms of selecting the best fit in an extremely tight labor market-but with a level of success among our operations customers that I have rarely seen with other HR products. -Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast(r) Care System


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Hire with Your Head Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever! We have chosen Perfor Hire with Your Head Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever! We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works. -Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results. -John Ganley, Vice President and Chief Talent Officer, Quest Software Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry. -Dan Hilbert, Recruiting Manager, Valero Energy Corporation Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes-in terms of selecting the best fit in an extremely tight labor market-but with a level of success among our operations customers that I have rarely seen with other HR products. -Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast(r) Care System

30 review for Hire with Your Head: Using Performance-Based Hiring to Build Great Teams

  1. 5 out of 5

    Candace Beach

    The most suitable or the best person rarely gets the job; instead, the person with the best interviewing and presentation skills does. The best candidates don’t typically have the exact mix of skills, experience, and education. They make up for this with traits like potential, self-motivation, leadership, tenacity, and vision. It takes from three weeks to three months after a candidate starts to determine true competency, although most managers think they have assessed this during the interview. The most suitable or the best person rarely gets the job; instead, the person with the best interviewing and presentation skills does. The best candidates don’t typically have the exact mix of skills, experience, and education. They make up for this with traits like potential, self-motivation, leadership, tenacity, and vision. It takes from three weeks to three months after a candidate starts to determine true competency, although most managers think they have assessed this during the interview. If you like a candidate, you tend to go into chat mode, ask easier questions, and look for information to confirm your initial impressions. You also tend to ignore negative data, globalize strengths, begin selling, and stop listening and evaluating competency. Many top people get nervous when interviewing, which may lead to poor eye contact, short or shallow answers and lack of poise. There is no correlation between interviewing and presentation skills and on-the-job performance. Redefine the purpose of the interview – it is just to collect information, not to decide. The most important secret of hiring success is to avoid making a hiring decision within the first 30 minutes of the interview. Overcome the natural tendency to judge based on first impressions, personality, etc.

  2. 4 out of 5

    Alexander Pavlov

    Предлагает фреймворк для системы найма. Есть хорошие идеи. Реализация предложенного фреймворка целиком сделает процесс найма очень медленным и трудозатратным. От этого не все советы в книге стоит применять на практике.

  3. 5 out of 5

    Shirin

    A reference read for those who wish to hire high performing candidates. Anyone who interviews a candidate for their company will find this structured method easy, using the performance-based concepts described in this book. The three core tools are key to hire level 3 or above candidates—a performance profile, a structured performance-based interview, and a formal debriefing process using the 10-Factor Candidate Assessment template

  4. 4 out of 5

    Aaron Hamlin

    Out of all the books on hiring I've read, this is my go to book. I got a lot out of this and use this as a basis for hiring now with strong results. I'd recommend using the online resources referenced in the book, too. Out of all the books on hiring I've read, this is my go to book. I got a lot out of this and use this as a basis for hiring now with strong results. I'd recommend using the online resources referenced in the book, too.

  5. 5 out of 5

    George Davidson

    Good book on performance based hiring

  6. 4 out of 5

    Liz

    Some pieces were very useful, others were easily skimmed past. Did take some notes on good interview questions for my own prep and any future involvement I have with interviewing others.

  7. 4 out of 5

    David Peirce

    Every now and then a book comes along that offers a radically new and better approach to something that has been unquestioned for years. Lou Adler has some paradigm-shifting thoughts about effective hiring. We've doubled-down over the years on better interview questions and better screening. The end result is not better hires! I speak from vast experience, with over 30 hires to my teams in the past 3 years alone. The standard interview technique is the "behavioral" interview in which we are askin Every now and then a book comes along that offers a radically new and better approach to something that has been unquestioned for years. Lou Adler has some paradigm-shifting thoughts about effective hiring. We've doubled-down over the years on better interview questions and better screening. The end result is not better hires! I speak from vast experience, with over 30 hires to my teams in the past 3 years alone. The standard interview technique is the "behavioral" interview in which we are asking general questions about skill and personality. We want to know if the person is a technical, cultural, and financial fit. Adler calls his approach a "performance-based" hiring model. It starts with a different type of job description and ends with a different type of interview. The job description is re-written so that rather than being skills-based, it describes in detail what the person in the role will be expected to accomplish. Dare I say most of us couldn't do this when we're hiring? But it seems obvious in hindsight that this is a better way to construct the job description. I liken it to hiring a contractor. A good contractor requisition should specify the deliverables in detail. Then the interview changes so that the person interviewed is asked questions designed to map her experience to the performance-based job description. It's that simple! This will be my hiring model going forward. Additionally, I was recently let go from a company in a large down-sizing and used this book in my job search. I eliminated several companies from consideration with one question: "If the person in this role is successful, ______ will happen." Hiring managers that couldn't answer that question---oh, you'd be surprised how many there are!---were politely told that I was withdrawing from consideration. Conversely, those hiring managers that could answer that question elicited a focused response from me, mapping my prior experience to their greatest need. I got call-backs in every situation and offers from 3 of the companies. If you're on LinkedIn, I suggest you find Lou Adler and follow him. He posts articles a couple of times a month for both job seekers and hiring managers that are well worth reading.

  8. 5 out of 5

    Patrick Keenan

    Really got a lot out of this book. Main ideas - The way we hire people needs to change from hiring based on how well someone interviews to how well someone performs. Hiring top people is the only way to become a great company. (See also, Good to Great) Top people choose jobs based on different metrics than other people do. Compensation isn't their primary motivation, and someone else can always pay more money. Therefore, your jobs must represent significant career moves, and you must provide ple Really got a lot out of this book. Main ideas - The way we hire people needs to change from hiring based on how well someone interviews to how well someone performs. Hiring top people is the only way to become a great company. (See also, Good to Great) Top people choose jobs based on different metrics than other people do. Compensation isn't their primary motivation, and someone else can always pay more money. Therefore, your jobs must represent significant career moves, and you must provide plenty of room for growth. Interviews must be designed to gather information, not form judgements. Assessment must be based on evidence only. I really enjoyed this book. A little heavy on anecdotes, perhaps, but there is a lot to learn here. Very excited to put this into practice.

  9. 5 out of 5

    Roger K.

    This book made me rethink a lot of what I thought I new about hiring. Adler advocates a radical approach to creating job descriptions and ads - focus on the outcomes you want versus qualifications. After all, is it more important that an employee delivers results or have X years of experience? The heart of the book is a complete end-to-end approach to hiring great staff. There is a nice balance of general guidance, examples, and specific tips. It also is useful for thinking about how to be a more This book made me rethink a lot of what I thought I new about hiring. Adler advocates a radical approach to creating job descriptions and ads - focus on the outcomes you want versus qualifications. After all, is it more important that an employee delivers results or have X years of experience? The heart of the book is a complete end-to-end approach to hiring great staff. There is a nice balance of general guidance, examples, and specific tips. It also is useful for thinking about how to be a more effective interviewee. This is not a long book, so there is no excuse not to read this if you are involved in interviewing at all - or want to be!

  10. 4 out of 5

    Jenni

    The advice seems sound and useful... but only time will tell if it works! I am going to try out Lou's process in the very near future. As for the way the book is written, it is redundant and could be shortened into a more succinct text. Also, although the book says the forms in the back are available online, I could not locate them. It would be great to have the forms electronically available. The advice seems sound and useful... but only time will tell if it works! I am going to try out Lou's process in the very near future. As for the way the book is written, it is redundant and could be shortened into a more succinct text. Also, although the book says the forms in the back are available online, I could not locate them. It would be great to have the forms electronically available.

  11. 5 out of 5

    Bill Donhiser

    If you have a large corporation this is a great text to systematize the hiring process. Very detailed and well done. If you have a small business you would be better off reading the executive book summary pick up a few points and move on to other business concepts. I own three small businesses and with the exception of two key positions all I needed to properly hire most of my staff could have been gleaned from the last 15 pages.

  12. 5 out of 5

    Lori Koppelman

    It was great getting the author's perspective on something I've been doing for years, and I got some great ideas I'd like to implement. Most helpful was rethinking job descriptions and some interview questions to target greatest accomplishments. I will be referencing this a lot in the future until I've absorbed and transitioned our process. It was great getting the author's perspective on something I've been doing for years, and I got some great ideas I'd like to implement. Most helpful was rethinking job descriptions and some interview questions to target greatest accomplishments. I will be referencing this a lot in the future until I've absorbed and transitioned our process.

  13. 4 out of 5

    Alice

    I only wish more companies would adopt this clear-thinking method of hiring. It's not easier on the candidate, necessarily, but would at least make it more likely that both parties end up happy with the hire. And for those who think these ideas wouldn't work in a recession, think again. It may be even more critical to hire a 3, 4, or 5 than ever. I only wish more companies would adopt this clear-thinking method of hiring. It's not easier on the candidate, necessarily, but would at least make it more likely that both parties end up happy with the hire. And for those who think these ideas wouldn't work in a recession, think again. It may be even more critical to hire a 3, 4, or 5 than ever.

  14. 4 out of 5

    Ralph Roosmalen

    Liked it, easy to read. Good ideas that you can easily implement. Looks at the whole recruitment process, from the first steps till the job offer. If you want to learn more about recruitment, this book is definitely worth reading.

  15. 5 out of 5

    Vincent Van Wylick

    Breaks down Recruitment process from designing job adverts to interviewing & assessing candidates, with a specific focus on competencies & uncovering hidden candidates. Can be used practically, but requires discipline & buy-in.

  16. 4 out of 5

    Ivo Stoykov

    Complex and comprehensive research of the hiring process. In dept analysis of the process and necessary preparation. A good reading for managers and business owners. Worth reading.

  17. 5 out of 5

    Celia

    Very good resource for hiring managers.

  18. 5 out of 5

    Eliot

    Terrific book that with tons of insight into the value of a structured approach to hiring.

  19. 4 out of 5

    Carolyn Stone

    Great book. Practical approach to Recruiting.

  20. 5 out of 5

    Kunal

    Generic. Only sound advice found wa

  21. 4 out of 5

    Rick Yvanovich

    Great book introducing a much better way to hire people

  22. 4 out of 5

    Oana

    Excellent book and very useful advices!!!

  23. 4 out of 5

    Debraj Sengupta

  24. 4 out of 5

    Dreamgaze

  25. 4 out of 5

    Art

  26. 5 out of 5

    Tracy Santos

  27. 5 out of 5

    Crissman Loomis

  28. 5 out of 5

    George Rizkalla

  29. 5 out of 5

    ARUNAS RASCIUS

  30. 4 out of 5

    Robert St-Jacques

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