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The Essential Guide for Hiring & Getting Hired: (Performance-based Hiring Series) (English Edition) par [Adler, Lou]
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The Essential Guide for Hiring & Getting Hired: (Performance-based Hiring Series) (English Edition) Format Kindle

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Descriptions du produit

Présentation de l'éditeur

This book is written for everyone involved in the hiring process.

It will help hiring managers and recruiters find and hire more top-notch people for any job, from entry-level to senior executive. Using the two-question Performance-based Interview, anyone who is involved in assessing candidates will quickly be more effective and more accurate.

Just as important, it will help job-seekers find better jobs by giving them an inside view of how most companies look for, assess and hire new employees. Hiring top talent starts by clarifying expectations up front. This has been shown to be the primary reason people perform at peak levels. This book is based on the Performance-based Hiring process Lou Adler introduced in his Amazon bestseller, "Hire With Your Head".

Performance-based Hiring is now used around the world in small and large organizations and companies. However, it is a non-traditional hiring process. Performance-based job descriptions—which we call performance profiles—replace the commonly used skills- and experience-based job descriptions. Instead of emotions, feelings and biases, evidence is used to assess competency and fit within the organization. Rather than weed out people who don’t posses some arbitrary list of prerequisites, compelling career messages are used to excite and attract the best.

Due to this unconventional but commonsense approach, David Goldstein of Littler Mendelson, the largest labor firm in the U.S., was asked to review Performance-based Hiring and provide a general statement of validity. Here’s his summary:

"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.

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.

Conducting performance-based interviews ensures that the interviews will be structured and properly focused and minimizes the risk of an interviewer inquiring into protected characteristic. 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."

Performance-based Hiring can help companies find and hire the best talent available. On the other hand, understanding how companies make these critical decisions can help job-seekers navigate these tricky waters, the poorly designed hiring processes still in use. But no matter which side of the hiring desk you are on, hiring the right person or getting the right job will increase satisfaction, performance and motivation. All it takes is a little common sense, which surprisingly seems in short abundance in the world of hiring.

Biographie de l'auteur

Lou Adler is the president of The Adler Group (, 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 He holds an MBA from UCLA and a BS in Engineering from Clarkson University.

Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 10396 KB
  • Nombre de pages de l'édition imprimée : 282 pages
  • Editeur : Workbench Media (31 janvier 2013)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • Synthèse vocale : Activée
  • X-Ray :
  • Word Wise: Activé
  • Composition améliorée: Activé
  • Moyenne des commentaires client : 5.0 étoiles sur 5 1 commentaire client
  • Classement des meilleures ventes d'Amazon: n°103.785 dans la Boutique Kindle (Voir le Top 100 dans la Boutique Kindle)
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Format: Format Kindle
Now this is real professionalism!

I want to drop some thankful words about this fantastic book.

I may sound cocky, but basing everything on a résumé (of which I'd like to get rid of, for good, sometimes) and an interview always sounded like an absurdity to me. I'm in hiring management for a few months only. I used to be alumni career counselor before.

This is where the idea of finding a job one deserves and realizing that sometimes, being rejected and successfully re-oriented towards a job that one can and want to do —instead of what one "has" to do, because of the restrictive nature of a degree and the narrow-mindedness of those relying solely on it— while meeting exactly the needs of the job, kicked in.

Since I heard about emphasizing EVP (Employee Value Proposition)/career over a skill set, I never looked back.

Lou is truly an inspiration. One of the Greats of our time.

The more I read (and re-read) his books ("Hire With Your Head", his previous one, is as good as this one), the more I'm certain that at some point, unless wanting to waste time and money (as well as maintaining a status quo harming hiring managers and candidates alike), everyone will have to adopt a Performance-Based Hiring system, no matter the size. From startup to Fortune 100 companies.
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Commentaires client les plus utiles sur (beta) HASH(0x9ea4b708) étoiles sur 5 100 commentaires
32 internautes sur 33 ont trouvé ce commentaire utile 
HASH(0x9e8f58ac) étoiles sur 5 Nails It - Again! 25 février 2013
Par J. S - Publié sur
Format: Format Kindle Achat vérifié
Lou Adler's latest volume on performance-based hiring is a combination of a message Lou has preached for more than a decade with an update on some of the latest trends and issues that hiring managers in organizations face today.

I deliberately say preach because Lou has fought a powerful fight to improve the hiring process for organizations based on sound management principles, powerful legal verification, and many years of overwhelming evidence that the techniques work for organizations that have implemented them. I also say preach because Lou's message contains a continuing increase in the frustration over why more hiring managers in organizations don't implement these practices. Lou has been calling for the elimination of traditional job descriptions in the hiring process since long before the publication of his first book. If the reader doesn't perceive a bit of frustration over the place they still hold in many hiring processes, they are either not reading the book carefully enough, or they haven't had the honor as I have of meeting and working closely with Lou in implementing performance based hiring concepts. The job description as a basis for recruiting and hiring guarantees the overall failure of the goals to hire top performers in an organization.

In addition to Lou's powerful repetition on the danger of using job descriptions, he continues to provide sound advice on how to write better ads, craft a better recruiting strategies, and perhaps most important from my perspective provide excellent advice on how to conduct an interview. This is perhaps the area where my professional frustration will come into play and clearly illustrate why I so strongly support Lou's position. I remain amazed after being connected to performance-based hiring for almost 15 years now, how I can routinely find cases of interviewers, whether they be hiring managers or human resources staff, asking insanely stupid interview questions, particularly when Lou Adler has clearly nailed the power of the performance-based hiring questions. The two questions he so carefully details and demonstrates throughout the book can perform better than any collection of "700 Great Interview Questions."

If I have any concern over the content of Lou's latest message I wish he would have made it clearer that the techniques and messages he outlines can be applied at all levels. Performance-based hiring has been implemented for entry-level positions in a variety of organizations, including those where the hiring process may be limited to a single interview. I also know that there have been successful applications of Lou's hiring techniques to environments like college recruiting. Lou makes brief references to these applications in the book, but the overall presentation that Lou presents as a professional recruiter is that of a multiple stage interview process with the recruiter referring candidates to the hiring organization.

I would be remiss if I did not also mention the high quality, dead-on accuracy of the information that Lou presents to job seekers. I remember when the first edition of Lou's book, Hire with Your Head, appeared, it was dedicated to job seekers. I have always appreciated and honored Lou's dedication to helping them better understand the flaws of the typical hiring processes and how to use his excellent hiring techniques from the job seeker standpoint.

The electronic only publication of Lou's new book presents a couple of minor obstacles. First of all, the book is so filled with excellent advice and clear statements of tactics that I found myself bookmarking almost every page. As I read the book electronically on my Kindle, it's a book I would also buy in hardcover form to have printed references to some of the key material. One final note on the electronic publication of the book. Lou provides excellent resources in the form of documents and checklists that he urges readers to use. The forms can easily be acquired for download by obtaining a password. However, the documents when downloaded are in a protected PDF format that does not allow them to even be printed for use. This restricts the application of these documents significantly, and I'm hoping that "able to print" versions of these forms become available in some fashion, quickly.
26 internautes sur 27 ont trouvé ce commentaire utile 
HASH(0x9e949a14) étoiles sur 5 Fantastic behind-the-scenes look at the hiring process for employers AND job seekers 21 février 2013
Par Steven Rothberg - Publié sur
Format: Format Kindle
Every career-related book that I've ever read has been written to benefit the employer or the job seeker. One or the other. But never both. Until now.

I've had the pleasure of reading Lou's latest book, The Essential Guide for Hiring & Getting Hired, and absolutely loved it. This is no dry business-related book. This is no 250 page book that really should be 50 pages. This is no opinion-based book masquerading as fact. This is an entertaining, informative, data driven book that convinces recruiters and hiring managers that the way most of them hire is wrong and how to correct their process AND it provides to the job seeker a fascinating behind-the-scenes peak at that process.

The vast majority of job seekers know little to nothing about how employers hire. They'll be shocked at how random and flawed the process is within even the most respected organizations. Yet rather than leaving those job seekers feeling even more hopeless and frustrated than many already are, Lou goes the extra mile and provides easy-to-understand instructions for those job seekers as to how they can ensure that they're considered and greatly increase the likelihood that they get hired for the jobs for which they're qualified.

If you're looking to find cheat sheets on how to get hired for jobs for which you're unqualified, look elsewhere. Lou repeatedly reminds the reader that this book is all about making sure that employers hire the best possible candidates for their positions. He shows the reader why so many employers don't know how to do just that and then provides employers and job seekers with guidance as to how those employers should be evaluating talent.

If you've ever felt highly qualified for a job yet been passed over by someone who doesn't seem like a good fit -- and who of us hasn't -- then this is a must read.
16 internautes sur 17 ont trouvé ce commentaire utile 
HASH(0x9e955738) étoiles sur 5 Great theory and practice for every participant in the hiring ecosystem 18 février 2013
Par Leela Srinivasan - Publié sur
Format: Format Kindle
When Lou told me he was writing a book that would be equally relevant for talent acquisition professionals, hiring managers, senior executives and jobseekers alike, I was mildly skeptical. It's hard to be all things to all people, and yet somehow Lou manages it with eloquence.

His relevance for the recruiting set is a given, and the advice dispensed here, revisiting classic Adler theory while mixing in some new elements, is uniformly good stuff. Whatever today's economic readout says, if you're in the market for top talent, it's high time you adopt a talent scarcity strategy and think about the implications for the way you attract, engage and hire candidates.

As a hiring manager who's been through Lou's training and who routinely uses the two question performance-based interview, I can vouch for the benefits for hiring managers. I once learned the hard way the benefits of breaking one of Lou's rules and I won't be making the same mistake again.

To senior executives, I say this: if talent really is your number one priority, pop this on your nightstand and delve into it at will. Understand what your talent acquisition team is up against. Think about what needs to happen at your company in order to raise the bar on talent. Plenty of food for thought here.

To jobseekers: given his in-depth knowledge of the recruiting realm it shouldn't come as a surprise, but the way Lou reverse-engineers the 'so-what' for the candidate is invaluable. This is the way the world recruits in a post-social world. You need to understand your audience and plot your moves accordingly.

You can't do a lot for under $10 these days, but whether you're talent acquisition leader, recruiter, hiring manager, company exec or candidate, I'd encourage you to invest in Lou's guide to Hiring and Getting Hired.
8 internautes sur 9 ont trouvé ce commentaire utile 
HASH(0x9e955438) étoiles sur 5 A book for all of us 11 février 2013
Par C. BREFE - Publié sur
Format: Format Kindle Achat vérifié
As Lou himself points out, he has been perfecting the "Performance Based Hiring" method for so many years. In this book he puts on simple and structured form how to achieve effective results using this technique. What is really novel in the approach he used in this book is that he writes to all of us, hiring managers and candidates alike. As he points out, unless you own the company, you will be in both sides of the table during your professional life and it is important to master interviewing skills.

The book also comes with great forms in the appendix, to help hiring managers and candidates alike prepare for the interview and assess the results in a structured and practical manner.
6 internautes sur 7 ont trouvé ce commentaire utile 
HASH(0x9e955450) étoiles sur 5 Great advice that no one follows 13 mai 2014
Par Reviewer V - Publié sur
Format: Broché Achat vérifié
Almost every job I've applied for has tried to hire on qualifications, meaning they basically want someone who's done the exact same job before. But we've all started jobs that require new skills and have a good idea what we can learn easily. This mismatch means employers rarely get top people looking for challenges. Interview processes I've been in (on both sides, though mostly as a candidate) are mostly designed to determine a) if you have these exact qualifications b) if you're okay to talk to.

This book is mostly employer-sided. It talks extensively about how to identify high-performance people in all areas of an organization, from HR processes to the interview. Things like writing performance- (not skill-) based job descriptions and being able to identify what candidates should bring to the job and what they can learn just makes sense to me, but it does require a different way of thinking and a real vision of what success looks like.

Now I bought this book mostly for the candidate side. The advice there is more sparse, but it's still the best source I've found for what candidates need to do: what to put on a resume, how to determine if a position is right for you, how to pivot to your talking points during the interview, and even when to say no.

As a caveat, I have to add that if you want a formula sheet (like some other hiring books give), you won't get much out of this book. The whole Guide is a not a step-by-step process, but a way of thinking. It's a mindset that will yield better results in the long-run, but it is more work.
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