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210823 ||| eng |
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|a 1119785294
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|a 1119785286
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|a 9781119785293
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|a 9781119785286
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|a HF5549.5.S38
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| 100 |
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|a Chait, Daniel
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| 245 |
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|a Talent makers
|b how the best organizations win through structured and inclusive hiring
|c Daniel Chait and Jon Stross
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|a How the best organizations win through structured and inclusive hiring
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| 260 |
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|a Hoboken, New Jersey
|b John Wiley & Sons, Inc.
|c 2021
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| 300 |
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|a viii, 256 pages
|b illustrations
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| 505 |
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|a Cover -- Title Page -- Copyright -- Contents -- Chapter 1: The Problem and the Promise -- The Sorry State of Hiring -- Candidates -- Interviewers -- Recruiters -- Hiring Managers -- The C-Suite -- Employees Who Refer Friends -- What Hiring Looks Like at the Best Companies -- Candidates -- Interviewers -- Recruiters -- Hiring Managers -- C-Suite -- Employees Who Refer Friends -- "Yeah, right. In your dreams." -- There's a catch, though. -- "So, the Greenhouse founders wrote a book about hiring. It's going to be one long sales pitch for their products." -- Unique Window -- "But do we really need another book about hiring?" -- Companies need people more than ever. At the same time, people need companies less than ever. -- This system stems from the experience of a great many organizations. -- How We Structured the Book -- Part 1: The "Why" -- Part 2: The "What" -- Part 3: The "How" -- Structured Hiring Framework -- Chapter 2: From Chaos to Confidence: The Hiring Maturity Curve -- Never-Never Land -- Skills versus Competencies -- Cause and Effect -- Stage 1: Chaos -- What the Hiring Experience Looks Like in Chaos -- What Talent Finding Looks Like at the Bottom of the Curve -- Trust Is the Issue -- What Decision Making Looks Like in Chaos -- Operations in Chaos -- Stage 4: Strategic Organizations -- What the Hiring Experience Looks Like in Strategic Organizations -- What Talent Finding Looks Like in Strategic Organizations -- What Recruiting and DE& -- I Look Like in Strategic Organizations -- Pipeline and Confidence -- What Decision Making Looks Like in Strategic Organizations -- Operational Excellence in Strategic Organizations -- "I don't have the luxury of being able to afford such specialists to improve my operation." -- Characteristics of the Inconsistent and Systematic Stages -- No Excuses -- Online Assessment -- Chapter 2: Takeaways
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|a How You Measure Success -- Internal Referrals and Diversity -- The Ultimate Measure of Success -- Chapter 6: Takeaways -- Expert Insights: Joelle Emerson -- Expert Insights: Porter Braswell -- Expert Insights: Katie Burke -- Chapter 7: Making Confident, Informed Hiring Decisions -- How Bad Is Typical Interviewing? Let Us Count the Ways -- The Boss as Expert -- The Science of Decision-Making -- Decisions Are Fragile Things -- Biases Are Natural -- Be Aware of Them -- Follow the Leader -- Shifting Criteria -- Your Systematic Process -- Recruiting Kickoff Collaboration -- Pre-Kickoff Meeting Homework -- The Importance of this Homework -- Kickoff Meeting -- Evaluation -- Interview Plan -- The Kickoff Meeting Provides Important Elements for the Job Ad -- Go Time: The Interview -- Filling out the Scorecards -- The Roundup -- The Interview Experience from a Diversity Perspective -- Good Decision-Making Is No Guarantee -- Chapter 7: Takeaways -- Expert Insights: Beth Steinberg -- Expert Insights: Tope Awotona -- Chapter 8: Driving Operational Excellence -- First Class All the Way -- The Component Parts -- Problem Signs -- Reading the Riot Act -- Useful Measurements for Hiring -- Another Important Measurement: Quantity versus Quality of Sources -- "Yeah sure. Maybe in your organization that's possible, but not in mine. We're lucky to have any data at all." -- The Time-Lapse Evolution of Hyper-Growth Companies -- What It Looks Like When Things Start to Crack -- 'A Repeating Pattern at Hyper-Growth Companies -- Chapter 8: Takeaways -- Expert Insights: Pattie Money -- Chapter 9: Talent Makers -- What Is a Talent Maker? -- Talent Maker as Talent Leader -- Your Visibility -- Your Actions -- Your Time -- Talent Maker as Talent Magnet -- Talent Maker as Talent Partner -- Spend Time, Make Time, Show Up -- Give Recruiters the Tools They Need to Be Successful
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|a "You're making it sound like I should just cave in and let recruiting run the show." -- Note -- Chapter 9: Takeaways -- Expert Insights: Maia Josebachvili -- Chapter 10: Changing Minds -- Unconscious Pressure -- Recruiting Operations -- "That all sounds like what we want to do, but we can't afford a senior Recruiting Ops position at the moment." -- Catalyst Events -- Finding a Foothold -- Identify an Ally -- Identify an Entry Point -- "But what if our CEO is the problem? What if that person doesn't see the value of this whole system?" -- Slow Is Fast -- Good Data Takes Time -- Two Problems to Avoid -- Being Great Does Not Mean Being Perfect -- Chapter 10: Takeaways -- Chapter 11: Final Thoughts -- Acknowledgments -- About the Authors -- Index -- EULA.
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|a Expert Insights: Shauna Geraghty -- Chapter 3: Employee Lifetime Value -- What Affects the Shape of the ELTV Curve -- "Yeah, but it's a fairy tale that a salesperson will excel in all those factors."' -- The Hire as an Investment -- The Business Case for HR -- The ROI of Copy and Paste -- It Opened Their Eyes -- Be Careful -- ELTV Template -- Putting the Template into Practice -- Situation Analysis -- Proposed Solution -- Return on Investment (ROI) -- Obstacles, Challenges, and Open Questions -- Chapter 3: Takeaways -- Expert Insights: Andres Traslavina -- Chapter 4 Structured Hiring -- The Master Plan -- Chapter 4: Takeaways -- Expert Insights: Jan Fiegel -- Expert Insights: Gerardo Alvarez -- Chapter 5: Own Every Moment of Your Hiring Experience -- Top Talent -- "But the numbers prove I'm in the driver's seat, because I always have many more candidates than I have openings." -- What Are You Posting? -- What Are You Mapping? -- Mutual Pain -- Multiple Cooks in this Kitchen -- Information Candidates Can Use -- Names Are Important -- Meet and Greet -- During the Interview -- After the Interview -- Important Information for the Asking -- Onboarding -- The Big Void -- Avoid that Void -- Create the Goals -- Behind the Scenes -- KPI for Onboarding -- Get Visible -- The Hiring Experience Is Not Just About Candidates -- Chapter 5: Takeaways -- Expert Insights: Jill Macri -- Chapter 6: Attract the Best Talent -- Next Evolutionary Step from Filter Feeders: Recruiter Spam -- Once-and-Done Talent Sourcing Is a Thing of the Past -- Real Competition -- The Pressure's On -- Who Decides What -- The Elements of Successful Candidate Attraction -- Optimizing a Portfolio -- Variety of Techniques -- Putting These Concepts into Practice -- Hiring Brand -- Prequalified Talent Pools -- Advertising -- Spearfishing -- Now's the Next-Best Time -- Three Necessary Actions
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| 653 |
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|a Personnel / Sélection
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| 653 |
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|a Personnel / Recrutement
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| 653 |
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|a Personnel Selection
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|a Employee selection / http://id.loc.gov/authorities/subjects/sh85042875
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|a Employees / Recruiting / fast
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| 653 |
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|a Employee selection / fast
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|a Employees / Recruiting / http://id.loc.gov/authorities/subjects/sh85111997
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| 700 |
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|a Stross, Jon
|e author
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Includes index
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| 776 |
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|z 1119785294
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| 776 |
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|z 9781119785279
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| 776 |
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|z 9781119785293
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| 776 |
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|z 9781119785286
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| 776 |
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|z 1119785286
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| 856 |
4 |
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|u https://learning.oreilly.com/library/view/~/9781119785279/?ar
|x Verlag
|3 Volltext
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| 082 |
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|a 658.311
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|a 658.3/112
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|a 658.31
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| 520 |
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|a "Hiring continues to be one of the worst aspects of most organizations. Chaos and frustration are the rule, not the exception. An unstructured and unmeasured process lets bias and subjectivity seep in, and companies end up with a mediocre, homogenous workforce. This book provides a complete, end-to-end framework to solving that problem in 30 days. It provides the theory, the tactical playbook, the real-world examples, and the underlying science to explain how you can: assess your hiring practice; measure the maturity of your hiring model; quantify the lifetime value of your employees; structure your hiring practice to remove bias; and handle change management for in overhauling your practice"--
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