TABLE OF CONTENTS
Section 1: You Bet Your Company
Chapter 1: Past Experience Is No Guarantee Of Future Results
Chapter 2: The Crapshoot Hiring Syndrome
Chapter 3: Maybe If We Give It More Time, It Will Work Out
Section 2: Forget Everything You Know
Chapter 4: Hiring The Right Person ALWAYS Takes Too Long
Chapter 5: Traditional Job Descriptions Are Worthless
Chapter 6: Building A Success Factor Snapshot
Chapter 7: How To Attract The Bottom Third Of Candidates
Chapter 8: What Color Is Your Petri Dish? Cultural Considerations and “Fit”
Section 3: Interviewing And Beyond
Chapter 9: Before The First Candidate Arrives
Chapter 10: Face-To-Face Interviews That Aren’t A Waste Of Time
Chapter 11: Beyond The Interview: Vetting, Verification, And Evaluating The Truth
Section 4: Closing The Deal
Chapter 12: It’s Never About The Compensation
Chapter 13: How To Make An Offer They’ll Refuse
Chapter 14: Transition And Follow-up
Section 5: The Process In Action
Chapter 15: Eight Steps To Top Talent
Section 6: Appendixes
Appendix 1: A Recent Hiring Best-Practices Bibliography
Appendix 2: Downloads
Appendix 3: The Study
About The Authors
The Top Ten Hiring Mistakes And How To Avoid Them
We wrote this book with one goal in mind: to help companies avoid hiring mistakes.
You’re Not The Person I Hired! is a guide that can make sure the person you bring into a critical job is, in fact, the person he or she appears to be. Too often the managerial and executive hiring process is a case of mutually crossed fingers—both parties hope the match is a good one, and hope the gamble they’re taking will pay off.
And then, regrettably, when Monday morning rolls around and the work begins, it all unravels.
Whose fault is it when the person who seemed like a fired-up go-getter turns out to be indifferent to goals she didn’t set herself? Whose fault is it when the person hired to overhaul the organizational IT system turns out to be short-tempered, impractical, and a lousy communicator who alienates every functional department head? Whose fault is it when the new sales manager seems to have no impact whatsoever on penetrating two new markets—a mission-critical goal that he seemed fully capable of doing in interviews? Whose fault is it when the person who shows up for the job isn’t the person you thought you hired?
We believe the blame lies squarely with the hiring process itself, and we have compiled evidence to prove it.
Our research focusing on more than 20,000 hiring executives during the past fifteen years has identified the most common mistakes made in hiring. Through the course of our analysis, we determined the actual failure rate for newly hired managers and executives reaches a staggering 56% in many mid-sized and large organizations. We wanted to understand why. Prior to writing this book, we analyzed the hiring practices of 225 executive hires in 134 target companies.