Hire With Your Head: Using POWER Hiring to Build Great by Lou Adler
By Lou Adler
Locate the ideal candidate for the task each time
Adler's insightful new strength hiring tools permit managers to draw, examine, and recruit the simplest applicants in the course of the integration of on-line instruments and offline habit variations. New info on hiring and the web, range, and felony compliance concerns is integrated
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Additional info for Hire With Your Head: Using POWER Hiring to Build Great Teams, 2nd Edition
This is the least effective form of recruiting. Emotional control is a critical need at this point. Once we meet a great candidate, there is a tendency to start selling. If you oversell, you cheapen the job. That’s why good recruiting is more counseling than selling. By creating a compelling career opportunity, the candidate is more likely to sell you, rather than the other way around. Recruiting is an essential aspect of a well-developed hiring program. It’s the final piece toward building a great team.
Improve the performance of all telemarketing sales personnel. During the first quarter, improve the performance of all telemarketing sales personnel by 6 percent through new training and tracking tools. Have a BS Engineering and 5 to 8 years in the plastic molding industry. Lead the design effort on a new high-volume injection molding line. Immediately hire three new designers and lead and complete the design effort on a new high-volume injection molding line within a very tight six-month schedule.
Two good things can happen, but they’re inadvertent. We hire people who are good at both the getting and the doing (I), and we don’t hire those weak at both (IV). You don’t even need to read this book or take a single training course to get these two parts right. It’s all luck. ” It’s how you handle the other 50 percent that will improve your hiring effectiveness. 14 ➤ HIRE WITH YOUR HEAD When the hiring decision is based primarily on the candidate’s ability to do the work, everything changes. You still hire those good at both (I), and don’t hire those bad at both (IV).