JOSEPH ROSSE is an associate professor in the Graduate School of Business and Administration at the University of Colorado at Boulder. He has authored numerous articles and book chapters related to work performance, most specifically in the areas of employee selection, turnover, and drug testing. Rosse is also the co-author, with Robert Levin, of the monthly newspaper column ?On Management,? which addresses the human side of managing a business. ROBERT LEVIN is director of the Center for Human Function and Work, a University of Colorado at Boulder Research Park organization. He has authored and edited numerous articles and training materials on performance in the workplace, performance development, and coaching, and has developed selection and training systems for both private and public sector organizations.

?The approach to hiring for performance outlined by Joe Rosse and Bob Levin in High-Impact Hiring is long overdue. The problem intrinsic to performance-based hiring is deep and perplexing; I always need help when I am hiring and this book has been extraordinarily helpful.? (Larry Gold, founder, chairman, and chief scientific officer, NeXstar Pharmaceuticals; member, National Academy of Sciences) ?No other publication I am familiar with covers the breadth of the hiring process in practical terms and walks the reader through a step-by-step process aimed at increasing the effectiveness of attracting and selecting higher performing employees.? (Fred Holt, human resources director, Tenera) ?In any organization, who you hire is every bit as important as your areas of core competency. I wish that the CEO and managers of every organization that I work with would use the performance-based approach described in High-Impact Hiring.? (Juan Rodriguez, entrepreneur; founder, Exabyte Corporation and Storage Technology Corporation; chairman and CEO, Ecrix Corporation) ?High-Impact Hiring views the staffing challenge as similar to and in the context of other typical business problems: the focus is on optimizing the organization's performance. It offers solid operating assumptions and a set of insightful processes. Great stuff for the line manager or supervisor as well as the HR practitioner.? (John Gordon, vice president of human resources, Fujitsu Microelectronics)

• Developing a High-Impact Approach to Hiring. Knowing Who You Want to Hire and Why. Breaking the Cycle of Crisis Hiring. Attracting the Right Employees. Doing the Right Thing: High Impact Hiring and the Law. Developing a Comprehensive Hiring System. Gathering Background Information. Understanding and Using an Interview Strategy That Works. Using Employment Tests Effectively. Sampling Performance Through Job Tryouts, Work Samples, and Performance Testing. The Dark Side of Performance: Identifying and Assessing Counterproductive Behavior. Making High-Impact Hiring Decisions. Afterword: Carrying Out Your Hiring Decisions