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Who: The A Method for Hiring

Who: The A Method for Hiring [Kindle Edition]

Geoff Smart , Randy Street
4.7 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)

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Advance praise for Who

“Seventy percent of the game is finding the right people, putting them in the right position, listening to them, and alleviating what gets in their way. Who is a practical guide to making sure you get the right people to start with! Excellent advice and guide.”
–Robert Gillette, president and CEO, Honeywell Aerospace

“Geoff Smart and Randy Street have done an amazing job distilling the best advice from some of the world’s most successful business leaders.”
–Wayne Huizenga, founder, Blockbuster Video

“A great read–it really is all about finding, keeping, and motivating the team.” –John Malone, chairman, Liberty Media Corporation

“The key point in this book is that those of us who run companies should include who decisions near the top of the list of strategic priorities.”
–John Varley, group chief executive, Barclays

“Who is the only book you need to read if you are serious about making smart hiring and promotion decisions. It is the most actionable book on middle- and upper-management hiring that I’ve read after twenty years in HR.”
–Ed Evans, executive vice president and chief personnel officer, Allied Waste Industries

“I wish I had this book thirty years ago, at the beginning of my career!”
–Jay Jordan, chairman and CEO, the Jordan Company

“This book will save you and your company time and money. In business, what else is there?”
–Roger Marino, co-founder, EMC Corporation

“You’ll find yourself nodding yes, saying ‘That’s right,’ and thinking, Oh, I’ve been there, all the way through this grand slam of a book. Whether you’re starting a company or running a part of a big one, the level of success you achieve is almost always a result of choosing the right people for the right jobs at the right time. It’s all about the who!”
–Aaron Kennedy, founder and chairman, Noodles & Company


In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.

The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate.

Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to

• avoid common “voodoo hiring” methods
• define the outcomes you seek
• generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople
• ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate
• attract the person you want to hire, by emphasizing the points the candidate cares about most

In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

From the Hardcover edition.


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Die hilfreichsten Kundenrezensionen
1 von 1 Kunden fanden die folgende Rezension hilfreich
Von Donald Mitchell TOP 500 REZENSENT
Format:Gebundene Ausgabe
If your success rate in hiring star performers from outside your organization is much less than 80 percent, you need this book immediately!

When you talk to CEOs and board members at most public companies, they tell you there's no task more important than hiring highly effective people who hit the ground running and just accelerate in improving performance in a sustained way. Most will also tell you that they get their best candidates by checking with their CEO and board member friends in other industries to find out who is a true star.

Most of us however aren't CEOs or board members of public companies and few have access to the kind of contacts that lead to identifying top candidates. As a result, most organizations fall back on setting a title and a salary, asking the human resources department to run some advertisements, and interviewing a whole raft of candidates until one seems to be impressive. Then in over half the cases, the new hire doesn't work out. The missed profit opportunity can be enormous. The waste of time, money, and effort to make the mis-hire is also large.

Now, you can rely instead on Who by Geoff Smart (son of the illustrious Brad Smart, coauthor of TopGrading, the management bible of building talent in organizations) to show you exactly what to do.

The process is pretty simple. It begins with defining exactly what you want someone to accomplish. Then, you source in ways that allow you to see high potential candidates who are a good fit for your needs. Next, you thoroughly interview and check out the best prospects who survive a brief telephone interview. Finally, you woo, win, and hire the best candidate who meets your standards (or re-do the process if no one of that caliber has turned up).

Okay, you can do that.
Lesen Sie weiter... ›
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5.0 von 5 Sternen More hiring managers should read this! 24. September 2013
Von Felicitas
Format:Kindle Edition|Verifizierter Kauf
I know for sure that this book is underuitilized. :-)
It's a practical method for picking the right people.
If you're hiring, read it. And follow it.
War diese Rezension für Sie hilfreich?
4.0 von 5 Sternen Super Buch 30. Januar 2012
Von Mr. G
Format:Gebundene Ausgabe
Dieses Buch wurde mir von einer Person in einer Führungsposition empfohlen. Es ist aber auch für Bewerber sehr interessant, um die Denkweise der gegenüber sitzenden Person zu kennen. Es ist somit für alle Beteiligten interessant.
War diese Rezension für Sie hilfreich?
Die hilfreichsten Kundenrezensionen auf (beta) 4.4 von 5 Sternen  89 Rezensionen
68 von 74 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Fantastic Book on Hiring 30. September 2008
Von Clint Greenleaf - Veröffentlicht auf
Format:Gebundene Ausgabe
I just finished reading a pre-release copy of the book Who by Geoff Smart and Randy Street. Wow, it's good. Really good.
Geoff and his father Brad Smart are well known as the team that popularized Topgrading, a thorough interview process that takes the success rate for new hires from the average of about 50% to just over 90%. I don't know of a business owner alive who wouldn't love to increase the effectiveness of the interview and hire more effectively.
Smart and Street are experts in their field - they are paid huge sums of money to do this for some of the biggest and best companies in the world. Their research estimates that the average hiring mistake costs employers 15 times the salary of the incorrect hire. The number sounds absurdly high, but when you include salary, lost productivity and opportunity costs, it's plausible. Frightening.
Who is a fast and simple read, but is heavy on content. It begins with a discussion of what they call voodoo hiring, or the process most business owners use during the interview process, and it was painful for me. I'm guilty of voodoo hiring and I'm guessing most of you are, too. Much of my process is guessing and gut feel, and is done over too short of a period of time. It's not hard to see the need for a change.
Next comes a simple explanation of why hiring "A" players is so important. They define an "A" player as the right superstar for the job, a talented person who fits in well with your company culture. B and C hires cost you money; A's make you rich.
The meat of the book is about the four keys to what they call the A Method : Scorecard, Source, Select and Sell. I can't do justice to the brilliance of the system in this short review, but here are the basics. The scorecard is your blueprint for the job - not a description, but the criteria you will be using to judge the person who is ultimately hired. Source is how you find your candidates, primarily referrals and recruiting. Select goes over the four interviews that need to be conducted - screening, Topgrading, focused and reference. Sell is important and often overlooked, selling your top candidate on taking the job. With great people in demand, you need to fight for your best people.
Many of us have read Topgrading - it's a long read but describes the theory well. Even so, countless managers still have trouble implementing the system. Who bridges that gap and helps us see the whole process - then implement it well. This book just became required reading at Greenleaf Book Group, and the process is our new hiring process. I highly recommend it to anyone who wants to improve hiring practices and remove a huge piece of the risk.

Clint Greenleaf
CEO, Greenleaf Book Group
12 von 13 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Practical, straightforward, highly valuable 9. Oktober 2008
Von The Good Manager - Veröffentlicht auf
Format:Gebundene Ausgabe
I like this book because it sets out a clear point of view--that most of us have been neglecting a key component to business success: hiring in a rigorous manner. It then proceeds to offer a method for correcting this problem. I haven't yet tried the method itself, but I intend to. My preliminary reaction is that it makes intuitive sense, but that it's going to take a fair amount of time to implement successfully. The authors anticipate this response and argue that more time now saves an inordinate amount of time later. I'll add more once I've tried the method, but first response is positive.
10 von 11 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Excellent manual for how to hire great people 1. April 2012
Von Kindle Customer - Veröffentlicht auf
Format:Gebundene Ausgabe|Verifizierter Kauf
I wasn't looking forward to this book - I find books like this excruciating to read and generally hit "skim" by about page 30. I found this one to be really good - it drew me and and ended up being a very practical guide to how to hire great people. I'd recommend it to anyone in an entrepreneurial company who is responsible for interviewing and hiring people. I rarely send out book recommendations to the Foundry Group CEO list - I sent this one the day I got home.
42 von 56 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen A Good but Not Great Book 21. Oktober 2008
Von Michael Gooch - Veröffentlicht auf
Format:Gebundene Ausgabe|Verifizierter Kauf
As a corporate director of human resources and business book author, I am always interested in new books that deal with the age-old problem of hiring the right person. I received my preview copy from Churn-baby-churn last week (great service!). It is very well written and flows smoothly from topic to topic. I must say that I was pleased with the overall content of the book but a little disappointed due to the reviews and pre-publication buzz not matching my expectations.

To begin, the subject matter is crucial to an organization's success. Some simply luck into hiring A players (even a blind hog will occasionally find an acorn) but so many do not put in the effort. This book makes a strong point that it is often a lack of effort on the part of management that prevents excellent hiring. I totally agree. I also agree with the "voodoo hiring methods" as I have seen these processes implemented through the years with astounding failure. I have been guilty of "voodoo hiring" myself.

I find difference with two aspects of the book. One is the process of using the Scorecard, Source, Select, Sell approach to hiring. Individually, they all have merit in parts or whole. However, as a system, I believe it would be somewhat cumbersome and eventually fail as a process. It also has the appearance of being a "fad" of which I strive to avoid. With that said, according to an organization's culture, select parts of this process could be adapted and implemented I believe with great success.

The other difference is the author's clear embrace of a total scientific methodology in making selections. In fact, the book states that the `gut instinct" is unreliable and should never be utilized in an interview. For the young and uninitiated manager, I agree. For the mature manager, I would diverge from the book and highly recommend you listen to your "gut". As pointed out in the great book, Blink: The Power of Thinking Without Thinking by Malcolm Gladwell, this instinct is seldom wrong. You can also read more about using your instinct compass in the excellent Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits (J-B Warren Bennis Series)by Robert Townsend.

Overall, it is a good book, well researched and will stimulate thought as you restructure your hiring process.

I hope you found this review helpful. Michael L. Gooch, SPHR, Author of Wingtips with Spurs: Cowboy Wisdom for Today's Business Leaders.
5 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen You are WHO you hire 15. Januar 2012
Von Robert T. Hess - Veröffentlicht auf
Format:Gebundene Ausgabe|Verifizierter Kauf
A companion book to Topgrading by Brad Smart, this little handbook takes the Topgrading concepts to the next level by providing a guide to using Topgrading to improve hiring for your organization. In the world of Topgrading, there are three types of employees: A, B, and C. "A" employees are in the top ten percent of skill and ability for their position. "B" employees are in the next 25 percent, and C employees make up the rest. High performing organizations are filled with A and B players and do their best to help C employees improve to the A or B level or be released from the organization. Topgrading includes sample interview guides and describes hiring methods to make sure you hire A and B players from the get go.

The book, Who, simplifies the Topgrading concepts by creating a system for hiring: Source, Scorecard, Select, and Sell. These four systems work together to ensure you hire the best employees possible. A further breakdown looks like this:

1) Source: Constantly reach out to A players in the market and create a list of people you would like to work for you. This way, when an opening occurs, you will have a strong Source to fill the spots.

2) Scorecard: Determine the key elements you are looking for in your position and design a scorecard for each key role you will be hiring. Use that scorecard to screen out who you will bring in for in-depth interviews. Careful screening prevents a host of problems in hiring.

3) Select: Determine who is best for the position through an in-depth Topgrade interview. The best predictor of future success is past success--don't cut corners in reference checking.

4) Sell: "A" players have options. Work hard to sell your organization to them.

The screening interview process was a highlight of this book. Who is a must have resource for every HR director and leader who wants to attract and secure top talent for their organization.
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