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Dinteman, Walter Anthony Zero Defect Hiring: A Quick Guide to the Most Important Decisions Managers Have to Make eBook

Zero Defect Hiring: A Quick Guide to the Most Important Decisions Managers Have to Make

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eBook Publisher: John Wiley & Sons
Imprint: John Wiley & Sons, Inc.

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Not taking the time to hire the best employees undermines an organization¿s performance and opens the door for competitors to recruit the outstanding performers who were overlooked. Managers and recruiters are engaged in a "quest for talent"¿a search for the right person with the right skills and temperament for a specific position with a specific organization at a specific point in time. Zero Defect Hiring presents a systematic, reproducible, and proven methodology for hiring. This short and to-the-point book guides managers through all the necessary steps to successfully hiring the "right" person, including: planning, profiling, advertising, assessing resumes, interviewing, legal and ethical guidelines for hiring, selling the company to the candidate and the candidate to the company, references, red flags to watch for, and much more.

Walter Dinteman is president and owner of MRI/Sales Consultants of Asheville, a franchise of Management Recruiters International. He has more than thirty years¿ experience in teaching, management, and hiri

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Title of Business & Economics eBook: Zero Defect Hiring: A Quick Guide to the Most Important Decisions Managers Have to Make
Release Date: 10-17-2003
Publisher: John Wiley & Sons, Inc.

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Parent title Zero Defect Hiring: A Quick Guide to...
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SKU 9780787970840
File size 1987
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Zero Defect Hiring: A Quick Guide to the Most Important Decisions Managers Have to Make


Chapter One

Red Flags in the Process Cannot Be Ignored

THE TIME SPENT IN COMMUNICATING with an applicant is brief. The opportunity to observe behavior is limited to the artificial environment of the face-to-face interview and a few phone calls. A "red flag" in this context is any negative behavior, however small, that shows up prior to an offer being made.

Think of your close observation as a lens through which you as the hiring manager can augment your microcosmic view. This can help the filtering process by allowing you to see another side of the candidate more clearly. We'll talk about tests and other screening devices later. Right now, we'll look at red flags-both small and large-that may emerge to disqualify an applicant and how to deal with them.

Even a small negative issue should be examined in the decision process. For example, let's say a candidate is late for the appointment. Some managers may disqualify any candidate who shows up so much as a minute late-no excuses! Tardiness is a red flag, and if it is in the context of an interview it is a very serious matter. If you do accept an excuse, it had better be a good one: "I was stuck in traffic" is not a good excuse-the candidate should have anticipated that and planned to arrive on time despite traffic. "My car was hijacked," on the other hand, is a pretty good excuse, but only if the candidate calls to tell you right after calling the police.

Vague answers usually mean a cover-up. Here the red flag is either poor memory or poor results. People d

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