Hire With Your Head, 4th Edition

Chapter 7Understanding the Real Job Starts with a Performance Profile

• Define the Work Before Defining the Person Doing the Work
• Hire for Performance to Attract Outstanding Talent
• The Legal Validation for Using Performance-based Hiring
  • Shifting to a Performance Qualified Definition of On-the-Job Success
• Different Techniques to Develop Performance-based Job Descriptions
  • Take a Tour of the Factory and Call Me in the Morning
  • Basic Techniques for Determining the Key Performance Objectives
  • Use the Process of Success and the Timeline to Determine the Key Subtasks
  • Benchmark the Best People Doing the Same Job
  • Convert “Having” to “Doing”
  • Use the Four Work Types to Map Performance Objectives to the Company Lifecycle
  • Use the Master Checklist to Develop the KPOs
  • Job Branding: Creating the Employee Value Proposition (EVP)
  • Prioritize the Performance Objectives
• Convincing Hiring Managers to Use Performance Profiles
  • The “No Time” Rebuttal
  • The “When Are You Going to Tell the Candidate?” Approach
  • The “Become a Top Manager” Rebuttal
  • Conduct an “A versus B” Test
  • Tell Some Stories about People Who Have Been Promoted
  • Dealing with the Diehards
• Summary

DEFINE THE WORK BEFORE DEFINING THE PERSON DOING THE WORK

A performance-based job description, also called a performance profile, describes the work a person needs to do to be successful, not the skills and experiences required to do the ...