Titel: The Truth About Hiring the Best
Autor/en: Cathy Fyock
and Nothing But the Truth.
Pearson Education (US)
24. September 2007 - kartoniert - 224 Seiten
The Truth About Series offers in each book the collected and distilled knowledge on a topic and shows readers how you to apply this knowledge in their everyday lives. With an 'aha' on every page, information is presented in a clear and accessible style that the reader can easily reference. Written in short chapters, each book aims to cover an entire field of knowledge, cut to the gist of each subject in an entertaining way, and when necessary, pull the curtain back and pop the bubble of commonly held assumptions. Each Truth is a tool to make the readers more successful.
Getting the best people for your organization is not only difficult, but the strategies for getting the best are often not obvious. To get the best you need to first identify who the best are, then how to reach the best, then determine the best among the best you want to hire, but this is not always easy to do. In The Truth About Hiring the Best you will learn: it's not just a job to fill; it's your organization's future that you're creating; getting the best isn't just about asking the right questions, it's about listening for the right answers; and great people don't want to work for desperate employers. It's a war for talent and you need to win.
Introduction vii Part I The Truth About Identifying the Best Truth1 There is no such thing as the ideal candidate 1 Truth 2 You are a seller in a buyer's market 5 Truth 3 Catch the boomerangs 9 Truth 4 Rehire the retired 13 Truth 5 Job-hoppers could be show-stoppers 17 Truth 6 Seek refuge(e) 21 Part II The Truth About Recruiting the Best Truth7 It's a war for talent 25 Truth 8 Maybe you don't want "new blood" 29 Truth 9 Your actions speak louder than words 33 Truth 10 Targeting everybody attracts nobody 37 Truth 11 You are a talent scout 41 Truth 12 The Internet may not be the best place for recruiting 45 Truth 13 Use the enthused 49 Truth 14 It takes a village to hire one employee 53 Truth 15 Newspaper ads can be great when managed properly 57 Truth 16 Your invitation might be chasing applicants away 61 Part III The Truth About Interviewing Truth17 The candidate isn't the only one who has to interview right 65 Truth 18 Ask what they will do, not what they can do 69 Truth 19 Charlie might be more than just a great mechanic 73 Truth 20 Passion-in fashion? 77 Truth 21 Good candidates might not talk to you 81 Truth 22 You're not Sigmund Freud 85 Truth 23 Candidates and the truth-the whole truth 89 Truth 24 Don't let the candidate's resume drive the interview 93 Truth 25 Avoid the "hot seat" 97 Truth 26 You can oversell the job 101 Truth 27 There is such a thing as a bad question 105 Truth 28 You're guilty until you prove you're innocent 109 Truth 29 It's impolite (and discriminatory) to ask about age 113 Truth 30 You wouldn't ask him if he's married-don't ask her either 117 Truth 31 Kind curiosity can kill a career 121 Truth 32 Avoid questions about religious affiliations 125 Truth 33 Your mother was wrong; sometimes do be rude 129 Part IV The Truth About the Selection Process Truth34 Have a vacancy to fill? You're already too late. 133 Truth 35 Warning: this resume may contain spin! 137 Truth 36 Your candidate may be a scam-didate 141 Truth 37 The resume says "yes," but the body language says "no" 145 Truth 38 The receptionist test-better than salt? 149 Truth 39 Don't send away candidates dressed for a day at the beach 153 Truth 40 You aren't an elephant 157 Truth 41 Keep on selling to candidates 161 Part V The Truth About Panel and Multiple Interviews, Background Checks, Tests, and Other Tools of the Trade Truth 42 Invest in telephone screening to save time later 165 Truth 43 Face-to-face doesn't have to be in-person 169 Truth 44 Too many cooks might improve the broth 173 Truth 45 Make haste slowly 177 Truth 46 You may want to hire candidates even when they get a bad reference 181 Truth 47 Beware the "Whizzinator" 185 Truth 48 Be real, even if scary 189 Truth 49 No crystal ball? Try employment testing. 193 Truth 50 Graphology: palm reading or valid tool? 197 Part VI The Truth About Evaluating Candidates and Making the Offer Truth 51 The last one you interview only seems like the winner 201 Truth 52 The one who offers salary information first is the loser 205 Truth 53 Don't tell candidates why they weren't selected 209 References 213 About the Author 215 Acknowledgments 215
Catherine D. Fyock, CSP, SPHR, is an Employment Strategist and Principal of Innovative Management Concepts in Crestwood, KY, providing insights on recruiting and retaining the best employees in an aging and changing workplace. She frequently helps organizations develop strategies to reduce turnover and improve productivity through their human resource management. She provides innovative learning events and consulting services for managers and HR professionals on employment-related issues. The author of five books, she frequently writes for professional journals and industry publications, and has been quoted in the Wall Street Journal, USA Today, Money, and Worth. She can be reached at firstname.lastname@example.org and through her web site at http://cathyfyock.com.
Staffing specialist Fyock displays considerable acumen in this guidebook on how to hire the right person for the right job. The critical first step is to know your organizational needs, and whom you need to fill those needs: a risk-taker who embraces change and innovation or a knowledge-hungry, lifelong learner. Fyock then moves on to the practicalities, laying them out with frankness and a propulsive energy in short, bulleted chapters. The best candidates will likely be passive ones; you have to go get them through talent hunting. There is no shame in rehiring, and it is wise to look in-house first and to tap retirees. Don't avoid job-hoppers; some spots don't require long tenures. You have to sell yourself to top prospects, but don't oversell as you will look desperate (a red flag in both prospects and employers). When it comes to the interview, Fyock notes the importance of probing, though not aggressively so. Don't put too much emphasis on the resume, for these have a way of attracting plenty of exaggerations, and beware of any incomplete answers on the application. Sharp, necessary words for both employers and prospective employees. --Kirkus Reports (June 2007)