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Rating: 
Summary: A great book to prepare yourself for interviewing
Review: I found this book to have excellent material in interview preparation and selecting good employees. I can recommend this book.Wayne D. Ford, Ph.D., author of "How to Spot a Liar in a Job Interview" and "How to Spot a Phony Resume" docwifford@msn.com
Rating:
Summary: A great book to prepare yourself for interviewing
Review: I found this book to have excellent material in interview preparation and selecting good employees. I can recommend this book. Wayne D. Ford, Ph.D., author of "How to Spot a Liar in a Job Interview" and "How to Spot a Phony Resume" docwifford@msn.com
Rating: 
Summary: Learn a Quantitative Method to Interviewing
Review: In my experience as a professional recruiter over 22 years, I have worked with over 2000 managers. Most managers have never been taught how to interview effectively. Where do managers usually come from? Promotions. Usually, what is one of their first tasks? Fill the position they just vacated. Where in this process were they taught how to interview? They then ask themselves "What questions did they ask me?" Generally, the Human Resource Department will give them written guidelines about the personal questions that may not be asked, but do not teach them how to conduct effective interviews. Why not? In smaller companies, the Human Resource Manager themselves may not conduct effective interviews because their previous position did not require that training, and they are "too busy" in their current position to be trained. This leaves it up to you, the hiring manager. "Interviewing and Selecting High Performers" by Richard Beatty provides you with an excellent foundation to prepare for an interview. He demonstrates why people are an organization's most important resource (People control all of the resources). He provides you with an exercise to demonstrate the cost of a poor hire - should scare you into becoming a manager who selects high performers. Mr. Beatty walks you through structuring the interview, provides you with 500 or so behaviorally based questions (However, I would shy away from the personal questions), and suggests a structured interview. His structured interview requires a lot of work. However, at the end, you and your interviewing team will be able to give each candidate a numerical grade. The managers that I have taught to use this system swear by it. Personally, I guarantee that if you ever hire someone who received a "34" on their interview because "my gut told me this is a good person", after being disappointed with their performance, you will never do it again. I would suggest that you also read "Topgrading" by Bradford Smart and then blend the two processes together. Selecting high performers is one of a manager's most important jobs. Congratulations on searching to find a way to be more effective. www.recruiterguy.com
Rating:
Summary: Learn a Quantitative Method to Interviewing
Review: In my experience as a professional recruiter over 22 years, I have worked with over 2000 managers. Most managers have never been taught how to interview effectively. Where do managers usually come from? Promotions. Usually, what is one of their first tasks? Fill the position they just vacated. Where in this process were they taught how to interview? They then ask themselves "What questions did they ask me?" Generally, the Human Resource Department will give them written guidelines about the personal questions that may not be asked, but do not teach them how to conduct effective interviews. Why not? In smaller companies, the Human Resource Manager themselves may not conduct effective interviews because their previous position did not require that training, and they are "too busy" in their current position to be trained. This leaves it up to you, the hiring manager. "Interviewing and Selecting High Performers" by Richard Beatty provides you with an excellent foundation to prepare for an interview. He demonstrates why people are an organization's most important resource (People control all of the resources). He provides you with an exercise to demonstrate the cost of a poor hire - should scare you into becoming a manager who selects high performers. Mr. Beatty walks you through structuring the interview, provides you with 500 or so behaviorally based questions (However, I would shy away from the personal questions), and suggests a structured interview. His structured interview requires a lot of work. However, at the end, you and your interviewing team will be able to give each candidate a numerical grade. The managers that I have taught to use this system swear by it. Personally, I guarantee that if you ever hire someone who received a "34" on their interview because "my gut told me this is a good person", after being disappointed with their performance, you will never do it again. I would suggest that you also read "Topgrading" by Bradford Smart and then blend the two processes together. Selecting high performers is one of a manager's most important jobs. Congratulations on searching to find a way to be more effective. www.recruiterguy.com
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