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Table Of Contents

1.1 educational background
1.2 Professional training
1.3 Full-time professional working experience
1.4 Knowledge, quality and exceptional abilities
1.6 recognitions and prizes
2.1 expectations of the Business
2.2 The search for “talent”
2.3 some suggestions for the Candidate
2.4 Concluding remarks on Talent
2.7 The need for innovation
2.8 unskilled experience
2.8.1 Training apprentices
2.8.2 The management of unskilled workers
2.9 international trade and the company
2.10 The limits of specialization
3.1 The “value” of a candidate
3.2 The value of leadership
3.3 Knowledge of a foreign language
3.4 The self-employed candidate
3.5 The flea markets
3.6 The candidate’s family’s job
3.7 When technology frightens
3.8 hobbies
3.9 sport-vehicles
3.10 The “all-knowing” manager
3.11 Addiction to drugs, gambling and alcohol
3.12 A megalomania for lunatics
4.1 informal relationships
4.4 incidentals
4.5 Promotion by seniority
4.6 safety in the workplace
4.7 hiring exceptional people
4.7.1 sale of all of the rights of a patent
4.7.2 sale of scientific knowledge
4.8 hiring ex-prisoners
4.9 exhibitions
4.10 Free zones
4.12 The president is very busy!
5.1 independent vendors
5.2 industrial espionage
5.3 Crisis? it isn’t our concern!
5.4 Art? What nonsense!
5.5 False vacancy ads
5.6 For the candidate
5.7 how do they judge our creations?
5.8 Better owners!
5.9 Those who should never be hired. never!
5.9.1 The owner’s ex-spouse
5.9.2 An ex-partner
5.9.3 An old friend
5.9.4 A formerly rich person
5.10 exporting capital
5.11 A commercial empire for history
5.12 Carnival madness!
6.1 The pre-selection process
6.2 The interview
6.3 The final interview
6.4 The medical tests
6.5 The trial period
6.6 Candidate’s final report
Conclusions
Bibliography
About the Author
P. 1
The Candidate

The Candidate

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Published by AuthorHouseBooks
For decades, businesses have been happy to lose millions of dollars in order to protect hiring methods that have proven ineffective. Somehow businesses have persistently allowed untrained or corrupt managers select candidates based on their own bias and personal preference. This practice is so engrained in business practice that candidates are encouraged to build a network specifically intended to exploit or circumvent the corrupt hiring manager. Both the hiring manager and the candidate are completely distracted from their purpose: to place the most qualified candidate in a position that can bring success to both the company and the individual. Dr. Antonio Grimaldi has developed a system that solves this problem.
He presents a method in which the hiring managers ask quantified questions that highlight qualities that every good employee should have and provides a framework for asking and quantifying talent that is needed for a particular job. After careful examination, three managers score the candidate’s answers, can choose the best candidate according to their qualifications and depth of experience and not their personal network, education, or charm. Businesses lose money when they hire the wrong person, who is often unhappy and misses too much work, is inefficient, and perhaps even a liar and a thief. When a company takes control over its hiring practices, productivity increases, candidates are happier and more successful, and the company insulates itself from theft and sabotage.
In the current economy, businesses cannot continue to throw away their money by failing to identify good candidates. Dr. Grimaldi’s quantitative method is needed now more than ever, when businesses are hiring fewer people, they need to be hiring the best people. When businesses who use this process grow, they can continue to surround themselves with the best candidates in the market.
For decades, businesses have been happy to lose millions of dollars in order to protect hiring methods that have proven ineffective. Somehow businesses have persistently allowed untrained or corrupt managers select candidates based on their own bias and personal preference. This practice is so engrained in business practice that candidates are encouraged to build a network specifically intended to exploit or circumvent the corrupt hiring manager. Both the hiring manager and the candidate are completely distracted from their purpose: to place the most qualified candidate in a position that can bring success to both the company and the individual. Dr. Antonio Grimaldi has developed a system that solves this problem.
He presents a method in which the hiring managers ask quantified questions that highlight qualities that every good employee should have and provides a framework for asking and quantifying talent that is needed for a particular job. After careful examination, three managers score the candidate’s answers, can choose the best candidate according to their qualifications and depth of experience and not their personal network, education, or charm. Businesses lose money when they hire the wrong person, who is often unhappy and misses too much work, is inefficient, and perhaps even a liar and a thief. When a company takes control over its hiring practices, productivity increases, candidates are happier and more successful, and the company insulates itself from theft and sabotage.
In the current economy, businesses cannot continue to throw away their money by failing to identify good candidates. Dr. Grimaldi’s quantitative method is needed now more than ever, when businesses are hiring fewer people, they need to be hiring the best people. When businesses who use this process grow, they can continue to surround themselves with the best candidates in the market.

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Published by: AuthorHouseBooks on Apr 11, 2013
Copyright:Traditional Copyright: All rights reservedISBN:9781481733953
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04/11/2013

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9781481733953

$3.99

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