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.
What makes this book special is that it gives you enough detail on "how to" do those steps that you will be able to increase your successful hire rate by quite a lot. Pretty soon you can have an organization that's full of high performers, and your organization's performance is bound to follow suit.
The strength of the book comes in the interviewing sections. Most people don't know how to conduct interviews, and the authors do a fine job of describing the primary ways that ineffective organizations interview before teaching the right ways to interview.
I also liked the section on how to find top candidates without using head hunters and advertising. I have used the method described (long before I had heard of either Brad or Geoff Smart), and it has always worked well for me. In fact, people I hired this way went on to become CEOs of major public companies.
I thought that the interview insights from the senior executives and investors who were included in the study made the book much richer than the typical, "here's how to do it" book. Pay close attention to those.
Bravo! This book is one of the most practical I have seen about how to turn hiring into a competitive advantage.