- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
Stop hiring with your gut. Start hiring with your head.
I believe that you will find this a valuable, nitty-gritty, nuts-and-bolts how-to guide that is also an exciting power-pack book. I am going to deal you some ideas that will be new to you and some ideas to make you think differently. I'm here to rattle your cage a little bit. As you delve into these pages, I suggest you refrain from dwelling on anything you decide you have been doing wrong. Instead, just relax and let yourself grasp and appreciate that there is a way of doing it better that isn't complicated at all. Do it right and get the right people to fill those empty seats, employees who are current or potential A-players with measurable attributes and an understanding of how to succeed in the first 90 and 365 days. My aim is simple: to deliver what you need to put people in the right seats facing in the right direction, not in a static way but in a "you are free to move around the cabin" way.
When you finish this book, you will know how to win somebody over to your team and bring them on your journey for—as Jim Collins put it so perfectly in his book Good to Great —however long they stay on the bus. Do I trust our way? We trust it enough to be different by design: We are the only company of our type in the world to guarantee 100 percent performance of the people we recommend you hire. And we guarantee that not for a week or a month, but for 365 days. We know it works. Very few people are going to join your company and stay for twenty years, but they will choose to make you part of their journey, just as you choose them to be a part of your organization's journey.
Contents
Introduction: Yes, You Can Hire the Right People
Part I: Valuing People
Chapter One: Every Company's Big, Wicked Problem—Hiring the Right People
Chapter Two: Measure the Whole Person—Head, Heart, Briefcase
Part II: Hiring for Performance
Chapter Three: Phase One—The Seat
Chapter Four: Phase Two—The Search
Chapter Five: Phase Three—The Selection
Chapter Six: Phase Four—The Solution
Part III: Managing for Performance
Chapter Seven: The Power of Customized Onboarding
Chapter Eight: Manage for Performance
Chapter Nine: The Performance Scoreboard
Conclusion: Be a Magnet for the Best
Acknowledgement
About The Author
Contact Us
