Table of Contents

Introduction--Who Should Read This Book --How to Use This Book If You’re Pressed for Time --Content Overview Analytic vs. Intuitive Styles Legal Issues in HiringThe Competitive Advantage --Central Ideas An Engineering Approach Candidates as Customers Chapter 1 Talent Management --Team Planning Specialists and Generalists Talent Portfolio --Defining and Choosing Roles --Market Research --Can You Hire? Chapter 2 Candidate Lifecycle --Candidate As Customer Building a Great Customer Experience --Lifecycle --Pipeline: Moving Candidates Documenting the Process --Roles Sourcer Scheduler Recruiter Hiring Manager --Reverse Engineering Recruiting Workflow Diagrams Candidate’s Perspective Hiring Manager’s Perspective Funnels, Filters, and Choke Points Avoiding Resume Deluge --Changing the Process Change and Fairness --Establish Goals Hiring Rate Completion Date Skill-level targets Calendar Time to Hire Predictability Cost Time Capital Expenditure Optimization --Sources of Information --Debugging the Process Enlist Your Engineers Chapter 3 Finding Candidates --The Market Sizing Your Market Opening up Your Market Ageism Sexism Racism and Nationalism --Job Descriptions Purpose Investment Evolution and Multiple Descriptions Considerations Alternatives to Job Descriptions Sell Sheet Anti-patterns and Pitfalls Diagramming --Referrals --Getting the Word Out --Career Portals --Job Boards, Mailing lists, Ads Job Boards Networks: Contacts Specialized and Regional lists Regional Associations Targeted General Advertisement Sponsored Contests (TopCoder, etc.) Conferences Stunts --Professionals: Internal --Professionals: Recruiting --Advertising Agencies --Working with Recruiters --Recruiter Brief --Establishing and Maintaining Relationships --External Recruiters / Headhunters --Anti-patterns and Pitfalls --Internal Recruiters --Contract to Hire --Doing it Yourself Your Network Being a Sourcer Spontaneous Opportunities --The Long-Term Plan Hiring Honeypot Talent Attracts Talent Incompetence Repels TalentDo Something Interesting Chapter 4 Resumes --Resumes --Reading a Resume Irrelevant Information Troublesome Information Errors and Confusion--Evaluating a Resume --Developing Evaluation Skill Red, Yellow, and Green Flags Minimize Bias Final Decision Anti-patterns and Pitfalls --References --Searching the Internet --Verification --Evaluation Horror Story Chapter 5 Interviews --Measurement and Error --Candidate as Customer Candidate Guides Example Guide Horror Story --Setting up Interviews Travel Arrangements Physical Environment: Rooms Accessibility --The Interview Team --Roles Coordinator Greeter Hiring Manager Interviewer --Qualifying Interviewers The Dunning-Kruger Effect Language Field of Expertise --Disqualifying Interviewers --Training Interviewers Shadowing Classes and Workshops Documents and Guides Coaching Practice Interviews --Tracking and Profiling Interviewers --Standing Interview Teams and Dynamic Teams Scheduling Dynamic Teams Meta-Schedule Example --Interview Structure Pre-interview Qualifiers: Barriers to Entry Assignments --Phone Screens Missing Context Problem Complexity Problematic Questions Coding Anti-patterns and Pitfalls Phone Screen Structure --On Site Interviews Length of Interview Day Number and Length of Interview Sessions Hand-off Models Lunch interviews Interviewers Between and After Sessions --Remote Interviews --Recap and Decision The Decider Recap Meeting --Record Keeping Chapter 6 Interview Questions     --Set the Goal     --Different Scenarios --Provoke Performance --Questions Plan --Question Complexity & Measurement --Question Form Competency Presentation Expected Form of Solution     Solutions Evaluation criteria --Focus on Capability --Question Types Chains Open-ended Behavioral / Competency --Technical QuestionsKnowledge Coding Design Fit Estimation Kobayashi Maru --Calibration Calibrating a Question Ask Lists and No-Ask Lists --Good Questions Examples of Good Questions --Bad Questions Techniques Deliberate Distraction Others --Single Question Deconstructions --Evaluating Answers --Sources of Error Familiarity Not Recognizing Correct Answers Not Appreciating Creative Solutions Misstatement of Questions Over Focus on Pet Answers Missing the Big Picture Misinterpretation of Answers Chapter 7 Hiring Decisions --Evaluation Decision Models Evaluating in Batches Evaluating Individually --Evaluating Overall Performance Missing the Point: Some People You Don’t Want to Hire --Sources of Error Bad Day Bad Interviewers Personable Candidates The Skill of Being Hired Bouillabaisse effect --Tough Calls --Dealbreakers: Don’t Hire These People Slams Former Employer Severely Irritates Anyone Lies or Deceives --What’s In It For Them? Providing Feedback --Anti-patterns and Pitfalls Hiring Yourself Hiring Too High Hiring Too Low Compromise Chapter 8 Offers --Buy-in --Selling, Sell Sheets Honesty Adapting to the Market Sell Calls Extra Miles --What’s Important to Candidates --Losing and Rescuing Candidates Chapter 9 A Great Start --Pre-start --Start Onboarding Plan Integration Plan --Impact of Onboarding --Keeping New Employees --Dealing with Failure: Bad Hires Wrap Up Appendix --Records and Templates --Candidate Flow --Examples Example Day-of-Briefing Email Example Interview Transcript Example Candidate Guide Example Phone Screen Transcript Example Feedback for This Interview

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