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Index
Cover
Title Page
Copyright
Contents
A Special Dedication
Introduction
Section 1: The Search
1. Only Look for Candidates Who Already Have the Skills Needed to Perform the Job
2. Trust the Data and Rely Exclusively on Algorithms to Find Your People
3. Bring in Your People as Soon as Possible
4. Be Super Rigid about Roles
Section 2: The Interview
5. Start the Interview with the Wrong Questions
6. Make the Candidate Defensive
7. Questions to Ask If You Want to Be Sued
8. Ruin the Interview by Doing All the Talking
9. Terrible Questions versus Great Open-Ended Questions
10. Don’t Make a Connection
11. Only Look at Her Resume
Section 3: The Hire
12. Hire Someone You Want to Be Friends with, Even If They’re Not the Most Qualified
13. Value People Who Are Egotistical and Primarily Interested in Their Own Future
14. Cindy Brown’s Lesson in Adapting with the Times
15. There’s Nothing Wrong with Nepotism
16. The Offer Is Just a Formality
17. Offer the Moon and Stars to Your Top Candidate
18. Do Not Set Clear Expectations
19. It’s Totally Fine to Ghost the Applicants You Didn’t Hire
Notes
Acknowledgments
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