Hiring for fit : a key leadership skill / Janet Webb.

Chapter 1. Are you about to hire the wrong fit? -- Chapter 2. What are fit traits? -- Chapter 3. Building your fit trait lists -- Chapter 4. From job description to position profile -- Chapter 5. The importance of candidate expectations -- Chapter 6. Prescreening for fit -- Chapter 7. Approaching interviews with fit in mind -- Chapter 8. Ensuring fit for senior leadership roles -- Chapter 9. Structuring interviews to support fit -- Chapter 10. Interview questions that reveal fit -- Chapter 11. Reaching a consensus on fit -- Chapter 12. Avoiding hiring pitfalls -- Chapter 13. Protecting your investment -- Supplement 1. Hiring-for-fit checklist -- Supplement 2. Fundamental traits list -- Supplement 3. Complementary traits list --Supplement 4.: Table 3.1 Recording and rating fundamental traits -- Supplement 5. Table 3.3 recording and rating omplementary traits.

A key skill for any leader is the ability to hire a great team, and this skill requires a considerable depth of knowledge of the complex subject of fit. Most organizations talk about the need to hire for fit, but many go about hiring in the wrong way because their leaders don't fully understand the concept of fit. The results are poor performance and unnecessary and costly turnover. Hiring for Fit goes to the heart of what fit really means and provides expert insight for anyone involved in making hiring decisions. In over 30 years of experience in executive search and career management, Janet Webb has studied the personality traits and attributes of successful hires in a wide range of roles and has developed a system to hire the right fit for any role. This system recognizes that each role is unique and requires specific traits for success. The entire process outlined in the book, from identifying and screening top talent to onboarding new hires and supporting the development of senior leaders, is an application of Janet Webb's unique Trait Alignment Protocol (TAP), which is the key to identifying fit and maintaining fit over the long term. The book provides leaders with practical steps they can follow to apply fit successfully in the hiring process and explains the meaning of fit, howto develop the job description into a position profile that incorporates fit requirements for each specific organization and role, how to structure the hiring process to determine fit, and how to interview candidates to reveal genuine fit with the job and the organization. The book also details steps for maintaining a focus on fit after the hire by providing strategies for onboarding, performance reviews, retention, career development, and succession planning. In addition, the book contains a Hiring-for-Fit Checklist, which is a tool for monitoring adherence to the key steps in applying TAP in hiring for fit, and a chapter on how to avoid common hiring pitfalls. Each chapter includes a "Fit in Action" feature with examples from real-life hiring challenges.

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