Supplementary Materials Mat erials
��� ��� ���������� ���������
Note on the Supplementary Materials
This document is the Supplementary Material that includes all of the charts & forms that appeared in the original printed edition of The Essential Guide for Hiring & Getting Hired . The Supplem Sup plementary entary Material also a lso contains all al l footnotes, links, and the full Appe Appendix ndix that was original originally ly printed in addition addition to a glossary of acronyms used in the text.
T���� �� C�������
Linkss & Footnotes Link Footnotes . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Glossary of Acronyms . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Figures and Charts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Performance-based Perfo rmance-based Hiring and Legal Le gal Compliance Overview The Perfo Performance-based rmance-based Interview Q uality ual ity of Hire Talent Scorecard Candidate Candid ate Persona Candidate Decision Matrix
33 34 37 39 40 41
L���� L�� �� & F�������� F�������� Introduction
1 Joint Adler Adler Group, Inc. and LinkedIn study st udy http://talent.li http:/ /talent.linkedi nkedin.com/blog n.com/blog/index.php/ /index.php/201 2011/ 1/12/ 12/ passive-candidates-acce passive-candidates-accelerate lerate// 2 NY Times: Google’s Quest to Build a Better Boss Bos s http://ww http:/ /www.n w.nyti ytimes.com/201 mes.com/2011/03 1/03/13 /13/business/13hire.htm /business/13hire.htmll Chapter 1
3 Video: Staff Staffing ing Spiral of Doom Catch-22 Catch-22 http://www.youtube.com/watch?v=G0FpjxRg4cM Chapter 4
4 Wikipedia: Wikiped ia: Maslow’s Maslow’s Hierarchy of Needs Needs http://en.wikipedia.org/wiki/Maslow’s_hierarchy_of_needs Chapter 6
5 Sample Ad: Oscar Winning Controller or Director of Accounting http://louadlergroup.com/links/job-description-li-ad-sample/ 6 Article: Why You You Must Eliminate Job Descriptions Descriptions http://louadlerg http:/ /louadlergroup.com/ roup.com/whywhy-you-m you-must-elimina ust-eliminate-job-descriptions/ te-job-descriptions/ Chapter 7
7 Recruiter Boot Camp training course http://louadlergroup.com/training/recruiter-boot-camp-online/ 8 LinkedIn Recruiter http://business.linkedin.com/talent-solutions/products.html#recruiter Chapter 8
9 CareerBuilder’s supply/demand talent portal http://careerbuildercommunications.com/supplyportal/ 10 LinkedIn talent pool analysis http://talent.li http:/ /talent.linkedi nkedin.com/blog n.com/blog/index.php /index.php/2012/ /2012/10 10/talent /talent-pools/ -pools/ 11 Article: Bridging the Gap - Passive Candidate Recruiting Recruiti ng http://louadlergroup.com/ bridging-the-gap-passive-candidate-recruiting-part-3-1/ 12 Boolean Search and Google https:///support.goog https:/ support.google.com/websearch/answer/ le.com/websearch/answer/136861 136861 13 Historically Black Colleges and Universities http://hbcuconnect.com/colleges/ 4
14 National Society of Black Engineers http://www.nsbe.org 15 National Society of Hispanic MBAs http://www.nshmba.org/ 16 eGrabber http://www.egrabber.com/louadler/ldg/ 17 Workshops for Talent Leaders and Hiring Professionals http://louadlergroup.com/training/ 18 Visual Resumes http://www.businessinsider.com/7-cool-resumes-we-found-on-pinterest-2012-2 Chapter 10
19 Article: Use Solution Selling to Ace the Interview http://www.linkedin.com/today/post/article/20121020150801-15454-use-solution-selling-to-acethe-interview 20 Oddball Interview Questions http://www.glassdoor.com/blog/top-25-oddball-interview-questions/ Chapter 11
21 Video: Staffing Spiral of Doom Catch-22 http://www.youtube.com/watch?v=G0FpjxRg4cM 22 Gallup’s Q12 study http://home.ncifcrf.gov/SAICFTraining/2011_Gallup_Questions.pdf 23 NY Times: Google’s Quest to Build a Better Boss http://www.nytimes.com/2011/03/13/business/13hire.html Appendix
24 Appendix Resources Request Form http://louadlergroup.com/articles/essential-guide-hiring-getting-hired/
5
G������� �� A������� BEI
Behavioral E vent Interviewing
EEOC
Equal Employment O pportunity Commission
EVP
Employee V alue Proposition
MSA
Most Significant Accomplishment
OFCCP
Office of Federal Contract Compliance Programs
PERP
Proactive Employee R eferral Program
PSQ
Problem-solving Q uestion
SAFW
Say A Few W ords: make an opening Statement, A mplify it, add a Few examples, then W rap it up.
SMARTe
S pecific, Measurable, Action-oriented, include the Result, the Time frame,
and an overriding statement about the environment STAR
Situation, Task, Action, R esult
VTC
V irtual Talent Community
6
F������ ��� C�����
7
F����� 1 T���-P����� H����� ��� D�������-������ P������
Think Backwards – Emphasize Year 1 and Beyond
8
F����� 2
You Need to Pull Some Strings to Ensure the Right Decision is Made
9
F����� 3
Don’t Ignore Fit with the Job, the Manager and Culture to Assess Motivation
10
F����� 4
Unco�er the Core and Situational Factors Driving Every Accomplishment
11
F����� 5
The Trend Line of Major Accomplishment Reveals Growth and Consistency
12
F����� 6
13
F����� 7 T�� Q������ �� H��� T����� S��������
The Quality of Hire Talent Scorecard Maps Directly to the Hiring Formula and the Full Performance-based Interview
14
F����� 8 T�� N� 2�! G������� T����
Hiring Great People Starts By Avoiding Obvious Mistakes.
15
F����� 9 O������� ��� I�������� �� M������� A��������� A�������
Assign Each Interviewer 2-3 of the Factors in the Hiring Formula to “Own”
16
F����� 10 T�� R��������� F�����
Measuring and Managing Yield at Each Step Maximizes Hiring Success
17
F����� 11 T�� C�������� P������
Describe Your “Ideal” Candidate Before You Begin Searching
18
F����� 12
Finding Candidate Before Everyone Else is a Huge Competitive Hiring Advantage
19
F����� 13
The 20/20/60 Sourcing Plan Co�ers the Full Talent Market
20
F����� 14 U�� A���������� �� A������ ��� B���, N�� W��� O�� ��� W���
Emphasize the Job-hunting Needs of the “Ideal Candidate”
F����� 15 T������ S����� R������ A�� F�� F��� I����
You Need to Be Found and You Need to Stand Out
F����� 16 P���������� Y��� E����� �� M������� Y��� R������� R���
Emphasize Year One and Beyond, Minimize the Skills and “Must Haves”
23
F����� 17 I�-O�� ��. O��-I� N���������
Networking Starts by Finding People Who Are Connected to Your “Ideal” Candidate
24
F����� 18 C������� E��������� �� B������ �� M��� ��� R���� C����� D�������
Don’t compromise your long-term growth for short-term con�enience
25
F����� 19 D��’� L�� Y��� T������ ��� P�������� D�������� Y��� S�������
Use metrics to ensure your talent acquisition programs are in full alignment
26
F����� 20 H����� R���� S����� �� T������� B��������
Attract, Recruit, Assess and Hire People Based on What They Need to Do and What They’ll Become if Successful
27
F����� 21 U�� M������ �� M������� Q������ �� H���
Impro�ing a process starts by knowing what needs to be impro�ed.
28
F����� 22 A� A�� T��-C����� HR A������� ��� I�������� Q������ �� H���
Recruiting Needs to Take Companywide Responsibility for Driving Quality of Hire Impro�ement
29
F����� 23
Situational Fit Drives On-the-Job Performance and Success
30
F����� 24 P������ I���������� S����� B� M�������� ��� P������
Require Narrow Difference Among the Interview Team Members
31
F����� 25 I� Y��� H����� P������ B�����?
If you need to see more than four candidates for any job, stop seeing more candidates.
32
A������� 1) General Validation of Performance-based Hiring by David Goldstein, Shareholder, Littler Mendelson. Email
[email protected] to review the complete white paper. 2) The Two-Question Performance-based Interview 3) Q uality of Hire Talent Scorecard 4) Ideal Candidate Persona and Profile 5) Candidate Decision-making and Job Comparison Matrix Important Notice on Obtaining and Using PDF Versions of these Forms
A complete full-size set of these forms is available for the purchaser of this book by completing our online form (http://budurl.com/AGEGFH). We’ll be holding frequent complimentary webcasts for job-seekers, hiring managers, recruiters, and business leaders on how to apply the concepts presented in The Essential Guide for Hiring & Getting Hired . After completing the form, and agreeing to the usage terms below, you’ll need to use this password to open the documents: EGFH2013 All of the forms in this book are copyrighted and the reader is provided a limited use license only. Under this license you are allowed to use the materials for your personal use only. You are specifi-
cally not permitted to train others using these forms or to send the forms for others to use these forms. You may share completed forms or discuss the contents of the form with others for evaluation purposes. Under no circumstances are you permitted to reproduce or transfer this material without the prior written permission of The Adler Group, Inc., other than as specified above. Group and company licenses are available. Send inquiries to
[email protected].
33
PERFORMANCE-BASED HIRING AND LEGAL COMPLIANCE OVERVIEW
DAVID J. GOLDSTEIN*
Businesses hire people because there is a job to be done. The goal is to find the right people, bring them on board, and get them to work. When the wrong person is hired, the work doesn’t get done. Worse yet, the productivity of others may be disrupted. And in the worst case a bad hire can lead to litigation. Employment related litigation is extremely costly and legal fees represent just the tip of the iceberg. Litigation distracts managers, impacts employee morale, and often breeds additional litigation. For these and other reasons, successful companies need to adopt an effective approach to recruiting and hiring. Performance-based Hiring provides such an approach. By creating compelling job descriptions that are focused on key performance objectives, using advanced marketing and networking concepts to find top people, by adopting evidence-based interviewing techniques, and by integrating recruiting into the interviewing process, companies can attract better candidates and make better hiring decisions. Because the Performance-based Hiring system does differ from traditional recruiting and hiring processes, questions arise as to whether employers can adopt Performance-based Hiring and still comply with the complex array of statutes, regulations, and common law principals that regulate the workplace. The answer is yes. In particular: •
•
•
A properly prepared performance profile can identify and document the essential functions of a job better than traditional position descriptions, facilitating the reasonable accommodation of disabilities and making it easier to comply with the Americans with Disabilities Act and similar laws. Even employers that maintain more traditional job descriptions may still use performance profiles or summaries of performance profiles to advertise job openings. Employers are not legally required to post their internal job descriptions when advertising an open position. Nor is there any legal obligation to (or advantage in) posting boring ads. Under some circumstances, federal government contractors will want to include in their job postings, objective, non-comparative qualifications for the position to be filled. Using SMARTe, employers can create performance-based job descriptions that include such ob34
jective, non-comparative elements. Requiring applicants to have previously accomplished specific tasks represents a selection criterion that is no less objective than requiring years of experience in some general area. •
•
•
•
•
•
•
Focusing on “Year 1 and Beyond” criteria may open the door to more minority, military, and disabled candidates who have a less “traditional” mix of experiences, thereby supporting affirmative action or diversity efforts. The law permits employers to define who will be an “applicant” by limiting consideration to individuals who fulfill certain procedural requirements such as fully completing an application form. Requiring interested individuals to complete a short write-up of some accom plishment related to the job to be filled (the “two-step”) can serve as such a requirement. Individuals who do not submit the required write-up need not be considered as applicants for record-keeping purposes. Of course, while individuals can be rejected based on the quality of their submission, those individuals who do submit the write-up will need to be counted as applicants. Conducting performance-based interviews ensures that the interviews will be structured and properly focused, and minimizes the risk of an interviewer inquiring into protected characteristics. Moreover, since the performance-based interviews are conducted pursuant to a common methodology, one is assured that the candidates are being fairly compared. Performance-based interviewing promotes fair consideration of the different skills and experiences that each candidate has to offer – which is essential to promoting diversity. One obstacle to diversity in hiring is the greater effort required for an interviewer to connect with a person who is different. The Essential Guide for Hiring & Getting Hired offers techniques for controlling this type of bias. Waiting 30 minutes and using the Plus or Minus Reversal Technique will reduce the impact of such biases and promote greater diversity in hiring. Although some employers may be required to maintain records of the actual applicant pools considered for each hire, a single posting may still be used to cover multiple openings by narrowing the pool through the two-step process and maintaining appropriate applicant tracking systems. Performance-based Hiring is a business process for hiring top talent. While the process will be useful for filling many different types of jobs, there may be some jobs (for example, lower
35
level, lower skilled, high turnover positions) for which it doesn’t make sense to use Performance-based Hiring. That is not a problem. Employers need to be consistent in their hiring processes for similar positions, but remain free to adopt different processes for different positions. *
David J. Goldstein, a shareholder in Littler Mendelson’s Minneapolis office, has over 25 years of experience working with in-house counsel, business leadership, and HR professionals to proactively identify and implement creative solutions for complying with legal and regulatory requirements, avoiding liability, and resolving internal and external disputes. An experienced trial lawyer, David’s clients include health care providers, construction companies, financial institutions, colleges and universities, and professional sports teams. David devotes a significant portion of his practice to assisting employers with the implementation and maintenance of effective affirmative action programs and representing contractors before the OFCCP. David has a J.D. from Harvard Law School and a B.A. from Haverford College. While in law school he also taught freshman economics at Harvard College. Additional information on David is available at http://www.linkedin.com/in/davidjgoldstein and http://www.littler.com/people/david-j-goldstein
36
T�� P����������-����� I�������� Lou Adler’s Performance-based Interview October 2012 Note: This interview is based on Lou Adler’s two books, Hire With Your Head and The Essential Guide for Hiring & Getting Hired , and should be used in conjunction with the Quality of Hire Talent Scorecard. Obtain examples for each performance objective in the performance profile before making a final decision. Wait at least 30 minutes before making any yes/no decision. Measure first impression AFTER YOU DETERMINE COMPETENCY to increase assessment accuracy dramatically.
Step 1 Welcome and Review Job/Motivation Provide a 1-2 minute overview of the job, or ask if the person needs more Opening question to information about the general content of the job. Then ask: determine job-hunting status and motivation for looking for a job
Step 2
What are you looking for in a new job? (pause) Why is having ___ and ___ important to you, and why do you think this job meets those criteria?
Bring Impact of First Impressions to Conscious Level
Write down your immediate emotional reaction to the candidate – relaxed, Action: be uptight, or neutral. Write down the cause. At the end of the interview you’ll aware of measure your first impression of the candidate again, when you’re less affectyour biases ed by it. Determine objectively how your first impression would help or hinder on-the-job performance.
Step 3
Step 4
Ask the MSA question for all performance objectives in the performance profile
Find out what’s already been covered. This way you’ll be able to focus your questions and fact-finding. Asking the “Why?” follow -up question allows you to understand the person’s reasons for looking and what the person would require in a new pos ition.
Information & Hot Tips o o o o o o
Wait 30 minutes Do opposite of normal reaction Like: prove incompetency, be tough Dislike: prove competency, be easy Ask same questions t o all Be cynical, get proof, examples, facts
Review Work History and Achiever Pattern Fact-finding & Hot Tips Please tell me about your most recent job. What was your position, the com- Look for basic fit and Achiever Pattern. Achiever Pattern : pany, your duties, and any recognition you received? (Do this for the past o Faster growth, more promotions
Use this to few jobs.) develop structure For students or younger candidates: Tell me about your schooling and ad- behind experience vanced training. (Look for special studies, awards, going the extra mile, selfand accom- development.) plishments Look for “Achiever Pattern”
Information & Hot Tips
Spend 15-20 minutes on this. For each position obtain: title, promotions, basic duties, 360° team chart, impact made, challenges faced, any recognition received. Go back 5-10 years looking for upward trend of growth. Ask why the person changed jobs, looking for a career growth decision pattern. If the person is an achiever, but growth has stalled, or the current job is not highly satisfying, your job might be a good move.
Most Significant Accomplishment Question (MSA) Can you please tell me about a major one-time project or accomplishment? Or, consider a project or event that you’re quite proud of. One major project we’re now working on is (describe). Please tell me about something comparable you’ve worked on. Spend 10-12 minutes on 2-3 major accomplishments in order to develop a trend line of accomplishments over time. Make note of the accomplishments and type of work where the person excelled and/or was highly motivated to exceed expectations.
o Special awards, bonuses, raises o Assigned to bigger projects o Offered special education o Hired or pushed by mentor Look for career opportunity gaps o Differences in scope and span o More important projects o Broader influence and exposure o Faster growth
Fact-finding & Hot Tips o Overview of job, company o Team and org structure o Environment – pace, resources o When? How long? Res ults? o What results were expec ted? o Walk through plan and results o What would you do differently? o Describe tech skills and how applied o Learn what tech skills and how used o Obtain 2-3 examples of initiative o What did you change/improve? o Describe biggest problem solved o Walk through biggest decision made o Describe likes, dislikes o Where did you exceed expectat ions? o How did you improve yourself? o What would you do differently ? o What recognition did you receive ?
©2012. All Rights Reserved by The Adler Group, Inc. • 888-878-1388
37
Lou Adler’s Performance-based Interview October 2012 Step 4a Team Version of MSA Question Can you please tell me about a major team accomplishment? Consider one where you led the team, and one where you were a key member of the team. Question for few teams & Spend 10-12 minutes on 1-2 team accomplishments. Observe trend line and observe changes in scope of team. Make note of the types of people on the team, impact and variety of functions worked with, and how influential the person was in trend line
changing the direction of the team.
Step 5 Repeat question 1-2 times using real problems
Problem Solving Question (PSQ) One major problem we’re now facing is _____________. How would you go about addressing this? What would you need to know, and how would you plan it out? What have you done that’s most similar? (This is an Anchor to insure that
Anchor with the candidate doesn’t just talk a good game. This might have been covered MSA above.) question
Step 6
o o o o o o o o o o o o
Fact-finding & Hot Tips o o o o o o o o o o o
What would you need to know? What would you do first, why? Who else would you involve? How would you plan, organize effort? How would you prioritize tasks, why? How would you find out critical issues How would you figure out resources How long would it take, why? What would you do if…? How would you make this trade-off? How would you make business case?
Fact-finding & Hot Tips
Determine Interest and Recruit While I’ve seen a few other very strong candidates, I’m also impressed with some of the work you’ve done. What are your thoughts now about this job? Is this something you’d like to consider further? Why? Why not?
Fact-finding & Hot Tips
Measure First Impression Again
Information & Hot Tips
o Evaluate if the questions were meaningful, appropriate, and relevant o Determine if the candidate is focusing on the long-term career opportunity or just short-term issues
o o o o o Question & o Discussion Only the hiring manager and recruiter need to ask this. Others can ask a soft- o o Create Job er variation (e.g., “What are your thoughts about the job?”) o Stretch o o o o
Step 8
°
Prepare 360 work chart with titles What was your role, why you? What was plan & were results met? What were biggest team problems? How did you influence results? 3 examples of initiative helping others Examples of being influenced How could you have been better? Describe biggest conflict & resolution Examples coaching others Examples of being coached Did you receive any team recognition?
Let the Candidate Ask Questions Based on what we’ve discussed so far, do you have any questions?
Tell candidates they can ask It’s important to delay candidate questions until the end. Meaningful quesquestions at tions at the end of the interview are insightful, since they demonstrate that the end the candidate has processed all she/he has heard so far.
Step 7
Fact-finding & Hot Tips
State sincere interest Make candidate earn job Listen 4x more than talk; don’t sell Describe concerns to create gap Mention other strong contenders What other jobs are you considering? How interested on 1-10 scale, why? What’s needed to know to get to 8-9 ? Link job to big company projects What do you like/dislike? How does job meets your needs? Compensation needs, availability When can you come back, next steps
Measure first impression again at the end of the interview. Consider the actu- o Did candidate get better or worse? Compare al impact on you, the actual impact on others (customers, peers, superiors, o Become more/less nervous? candidate’s staff), and the actual impact of personality and style on performance. o Open up more, talk more?
true personality to 1 st impression at opening of interview
o Did you observe true personality in accomplishments? o Were your biases controlled? o Did this change your decision? o Is true personality consistent with job needs?
©2012. All Rights Reserved by The Adler Group, Inc. • 888-878-1388
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Q������ �� H��� T����� S�������� Quality of Hire Talent Scorecard Based on Lou Adler’s The Essential Guide for Hiring & Getting Hired
Candidate: _______________ Position: _______________ Interviewer: ______________ Date: ________ Level 1 Minimal
Factor
Level 2 Adequate
2.5 Average
Level 3 Strong
Level 4 Great
Level 5 Superb
Extremely strong in all job needs. Broader experience. Evidence clearly indicates person is in top 10-15%.
Brings far more to table. Perfect fit plus more. Evidence clearly indicates person is in top 5%.
BASIC FIT FACTORS Skills
Bare minimum.
Experience
Minimum threshold. No evidence the person is in the top 50%.
Achiever Pattern
Has the basics, but needs help. Meets most, but not all needs. Some, but not sure if person is in top 50%.
Covers all direct job needs well. Meets all experience needs. Evidence clearly indicates person is top 25%!
CORE COMPETENCIES Talent
Management
Meets bare minimum standards. Needs too much support. Unorganized. Very reactive. Misses most deadlines. Little team growth. Limited examples of leading or influencing others. Didn’t understand any key issues or develop any solutions.
Team
Thinking
Can do the work, but needs added training, support.
Technically tops. An asset. Can learn quickly. Covers it all. Needs direction, Solid planner, ormonitoring. More ganizer. Executes reactive than well. Anticipates plan. issues. Some team Good team growth, but needs growth. Has taken urging. Okay exon bigger team amples of influroles. encing others. Understood most Clearly underissues, developed stood all key isokay solutions. sues and developed very well.
Top-notch. Trains others. Constantly improving. Brings more to the table. Excellent. Plans, anticipates, communicates, and succeeds. Clear team track. Takes initiative to help others. Takes lead.
Brilliant. Sets standards. Leader in field. Sought out. Recognized. Handles complex projects. Makes it happen. Anticipates everything. Impressive team growth. Persuades, motivates, coaches. Asked to lead. Understood all Seeks best solukey & less obvious tions. Understood issues. Works w/ core issues & proothers. Developed vides new inmultiple solutions. sights.
SITUATIONAL FIT FACTORS Job Fit
Managerial Fit Culture & Environment 2
Motivation
Limited comparability with accomplishments and job needs. Mismatch between candidate’s & manager’s style. Complete mismatch on culture & environment. Very limited evidence of motivation to do this type of work.
Some comparable accomplishments, but limited or inconsistent. Limited, but has worked with similar managers. Reasonable match on culture and environment. Will do the core work, but needs extra pushing.
Accomplishments clearly comparable with consistent results. Successfully worked with similar managers. Close match on culture and environment. Self-motivated to do this type of work w/ normal supervision.
Achieved better results doing similar work in similar environments. Person easily adapts to a variety of manager styles Excellent match and has made similar transfers. Takes initiative to do more, faster, & better. Self improves in this type of work.
Full job match with exceptional results – scope, pace, resources. Super fit. Coaches upward. Both are flexible. Thrives in this type of environment, culture. Totally committed to do whatever it takes to get it done. Constant self-development.
OVERALL FIT Notes:
The Adler Group, Inc. Irvine, CA louadlergroup.com
[email protected] ©2013. All Rights Reserved. The Adler Group, Inc. •
•
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Rank
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e l i f o r P / a n o _ s r __ e _ P __ r _ e _ t n __ u __ h - _ b __ o J __ r __ e _ m r __ o __ f r : e n o P i i p t o s o T P
u o L h t i g w n n i s o i i t r t e c v n j d u a n t o n c e n i m t i d e u r s c u e e r b e d r l a u p o e h r p s o t m r o n f o i e t a h T . m r s o m f n i a r s g i o h t r p e s g u n i l l c r ’ u u . o o Y s d e e . t r i e t a H a d i g d i d n d n i t n a t a c e c e G l v a i & e s s d i a g i r p n i u d r o n H y a r o o t e v f n i e i t d t c i h a u g g G i s i n l n i i p a o t t l n e n a s v e t r e s o d E p r e o h m f T i e d n d m a n a o s ) s d l i a n i a e a m H g e r o u t c i o Y u o o v , h y s t i s l i a w W o m e l r l i a e , H s e , l g s b i n k a t t s o o g o b n ( p o i w s w o e t l l g ’ s o a r f s e s e l h e d T m A
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8 8 3 1 . 8 7 8 . 8 8 8 •
r e o ? l y ? s , e g i a ? s t s e r o h s w d a t u B o m a o d r r r i o t - a , . i G o f y . d l g e f r . n l t n o s a n w e i n f e b t i o y r n a l d o k v o o . i t o t a r e r i c a e r e t t s g g o n l i n e o s t k s t i r i a i e l a e s i u l g o b w n w o p o t r r p a p h a ’ n j m y n o t e e s e e t n e k o e i o g N t m i m a i t r m h t f o t i s e o i r a r n o d s , , s w r c e i n r m r r d i l e i e i e b t d g e a o e i p h l n . t d e d m o n o p n s r j t g o s e n g k a n n f m r e p a c r o e o n a o n c u e r w r i e A a o l s o r h c . a o m t ! r o t e t a t r f o . h G o h w o s e r p & o b e a g s o e t c d , d o f e f s y a l z t r P e p l v r s i C a i t r h u e a o e e t o d o n i v . s g o t o r n d t h c d a y r r , s n t n w e a a e u a w r n e g v o h e a o i s s e p l e o r r t w o v P t a d g e s r y s p I p ? o r T g v e a o a R l e t u ? s . s , T b e n m r r r r u r i . r . s r m r s o p n r r I e n o a e l i e c e j e f o e , d e r e v s r t g d d i d n r e i i o w e i i a i r t e i o t d d i e f e o o t s t s s s e v s l n n i o s n c n e a h e i t n e a k s r s n n t p e s n e h h a r o p h i n o a a c e x u o o h o p o e r o y C t A r E H C p W T C s C g W f C t W L C
k w o i o s e l n r a t o s s e e e n t c d i i a o r ? s r n d l o d p i i n f e d e o g n g b h n y C i n a i t o l c k t s o o l n t u l y u a ? o o e b h l s e i r e d v o k b i j i t o l o r t a g t j e e p c d n f n t i e o a s a i s r d b F d e i o n u r s d j a u y a c a f c c e h n e o s s K i i v p a c t t a t l s a ? a e a a e h b h l h e p y o W r d T W j o W i
o o t f n n i o t s a e r r h e a w p p d g m n n o i a v ? c i , r t y e t o d i d i n r e c u o t s t e u c r d a o y f p n e p o h y r o s t r a r l e l e m p ? i i h w r t p p o l d s e e r e n o ? h a h e t n c s t r l l i y f a n i s e w e t i o t d i t o h a i a s s h n h t h o o o W d W p W c
r o t a v i t s s o s p s r m m m r u o r t e o c i e t r t i t r s e g y e a i n p i i v & t r t r m m s e e s r t a o s i n i e e e r i h i c t c t v m l c g k r A i e i a s r d y n e n i r e t c o n l r d o o o y t o i l i o w i s t r t O n t s c i t a e e c e E l i v c e a h d l d n n i v S n o n p a e n ° f u t e i s u t t o a l 0 a i a n i r a y y 6 & r s a d 3 t g n r r i g s a a e o o d c p d o f l s e i m n c o m r i m m r u i o a e r e e r i r B D C C R P D P P P
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A���� ��� A����� Lou Adler is the president of The Adler Group (louadlergroup.com), an international training and consulting firm helping companies implement Performance-based Hiring. He is the Amazon bestselling author of Hire With Your Head (John Wiley & Sons, 3rd Edition, 2007), the Nightingale-Conant audio program Talent Rules! Using Performance-based Hiring to Hire Top Talent (2007) and The Essential Guide for Hiring & Getting Hired (Workbench 2013). Adler is a noted recruiting industry expert, international speaker, and columnist for a number of major recruiting and HR organization sites including SHRM, HRPA, SMA, ERE, LinkedIn, Kennedy Information and HR.com. He holds an MBA from UCLA and a BS in Engineering from Clarkson University.
The Essential Guide for Hiring & Getting Hired by Lou Adler
��������� �� W�������� M���� also available in Print from Amazon.com ��������� �� �� �B��� ���� ����� �����������: Amazon | Barnes & Noble | iBooks | Kobo visit HireAndGetHired.com for more information
