45 EFFECTIVE WAYS FOR HIRING SMART: How to Predict Winners by Pierre Mornell

By Pierre Mornell

Now in Paperback!People are the main worthy asset in today'¬?s fiercely aggressive office. In HIRING shrewdpermanent, now to be had in paperback for the 1st time, Dr. Mornell delineates forty five basic options for "people reading"-observing a candidate'¬?s habit and predicting what they'¬?ll be like within the workplace-that nearly warrantly hiring the very best candidate for any task. An authoritative advisor to hiring activity applicants from one of many world'¬?s prime specialists in human source development.The hardcover version has been translated into 8 languages and has offered greater than 40,000 copies.

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Extra resources for 45 EFFECTIVE WAYS FOR HIRING SMART: How to Predict Winners and Losers in the Incredibly Expensive People-Reading Game

Sample text

Now, we’ve all had trouble finding a new office. We’ve all been delayed by a hotel operator’s late wake-up call, or a cab driver’s wrong turn. Yet there are telephones in San Francisco. At the nearest telephone, we would have stopped, called, and reported our whereabouts. We would have said something like “Sorry, I know it’s 10:45 (or 11:00 or even 11:15), but the rental car has a flat tire;” or “The cab driver has made a wrong turn. I’m terribly sorry for the inconvenience. ” The New York candidate had been in my office for less than five seconds.

Let a wide range of people know that you’re looking for better candidates: friends, colleagues, consultants, professional associates, board members, ex-employees, even family members, as well as search firms and trade groups. You can use services on the Internet and call college career centers. You can create your own Web site. ) Clearly, the wider net you cast, the more likely you are to catch the big fish. In addition, you might keep data banks of excellent candidates who elect to work elsewhere.

One day Gordon called and said, “Pierre, I have a great candidate to be my chief operating officer, but he’s a financial guy. ” Spontaneously, I said, “Forget the questions, Gordon. You’re an expert with people. Walk around with the fellow. You’ll see him in action, even if it’s admittedly an artificial situation and he’s on his best behavior. Get out of your office before the interview officially starts, and see how the candidate reacts to the people he meets. ” I know Gordon’s office. Not only do Crate and Barrel’s executive offices adjoin dozens of staff and secretarial spaces—they adjoin warehouse space, too.

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