Predicting Success: Evidence-Based Strategies to Hire the Right People and Build the Best Team
Format: PDF / Kindle (mobi) / ePub
Make the right hires every time, with an analytical approach to talent
Predicting Success is a practical guide to finding the perfect member for your team. By applying the principles and tools of human analytics to the workplace, you'll avoid bad culture fits, mismatched skillsets, entitled workers, and other hiring missteps that drain the team of productivity and morale. This book provides guidance toward implementing tools like the Predictive Index®, behavior analytics, hiring assessments, and other practical resources to build your best team and achieve the best outcomes. Written by a human analytics specialist who applies these principles daily, this book is the manager's guide to aligning people with business strategy to find the exact person your team is missing.
An avalanche of research describes an evolving business landscape that will soon be populated by workers in jobs that don't fit. This is bad news for both the workers and the companies, as bad hires affect outcomes on the individual and organizational level, and can potentially hinder progress long after the situation has been rectified. Predicting Success is a guide to avoiding that by integrating analytical tools into the hiring process from the start.
- Hire without the worry of mismatched expectations
- Apply practical analytics tools to the hiring process
- Build the right team and avoid disconnected or dissatisfied workers
- Stop seeing candidates as "chances," and start seeing them as opportunities
Analytics has proved to be integral in the finance, tech, marketing, and banking industries, but when applied to talent acquisition, it can build the team that takes the company to the next level. If the future will be full of unhappy workers in underperforming companies, getting out from under that weight ahead of time would confer a major advantage. Predicting Success provides evidence-based strategies that help you find precisely the talent you need.
extroverted leaders with similarly gregarious staffers can make for a bad combo, for the sparks of friction that can result. And so too can the mix of introverted employees—“low Bs”—and introverted bosses, for the spectacular display of idleness this matchup is likely to produce. But the research they developed, eventually published in the Academy of Management Journal with the title, “Reversing the Leadership Advantage: The Role of Employee Proactivity,” reveals that there's actually a very
wearing that day, you might be one of them. Chapter 5 How to Decide DID YOU EVER HAVE TO MAKE UP YOUR MIND? Pick up on one and leave the other behind? Making decisions is an inalienable part of everyone's existence. From what we'll put on our backs in the morning to what we'll put on our TV screens at night, daily life is fraught with the imperative to negotiate choice. And if you're heading up a professional organization upon whose continued existence other people's livelihoods rest (to say
get what you want. If you're comfortable with this, and if the situation can appropriately sustain such a thing, it's useful to occasionally lay a convivial hand on his person. The Stanford Prison Experiment In 1971, a team of psychology researchers from Stanford University set out to understand the dimensions of humans' ability to be persuaded. The Stanford Prison Experiment (SPE) asked a group of volunteers to submit to an unusual set of social conditions so their actions might demonstrate
chase and share meaningful, pertinent realities without judgment or agenda, which sycophantic others might be too cowardly to discuss. Build a rapport. We like people who we are like. Finding common ground on this front might be as simple and subconscious as mirroring and matching our partner's physical behaviors, language patterns, and body language. Whatever it takes to establish a simpatico environment with another individual, embrace it. The comfort level you build in his gut for these
flames into something eminently more productive and positive. Conflict 101 Conflicts are a fact of life. They should be anticipated in every corner of our existence. Conflicts won't go away if they're ignored. Conflicts spur strong emotions. Our response to conflict is always a matter of perception; individual responses almost always vary. Conflicts result in lost productivity and lost revenue. The act of resolving conflict enhances trust levels and reassures the parties involved in it that