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Product details
File Size: 2654 KB
Print Length: 210 pages
Publisher: Ballantine Books; 1 edition (August 19, 2008)
Publication Date: September 30, 2008
Sold by: Random House LLC
Language: English
ASIN: B001EL6RWY
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Amazon Best Sellers Rank:
#30,950 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
I probably would have liked this book more if the company I was working for hadn't tried to implement the information found here in a situation where it wasn't very applicable. The main problem is that this book is mostly geared toward hiring for executive-level positions, and a lot of the principles aren't transferable to hiring for other positions (an executive-level candidate might be OK going through 4 separate interviews, but your average Joe probably won't stay in the process that long). If you're hiring for the C-Level the this book is probably very useful; if not, you can still get some useful advise here, but don't plan on restructuring your hiring practices based on that.
I've been working with an executive coach for years to improve our success rate in hiring, and have learned a lot of hard lessons from hiring toxic people. Usually these things happened by a) not defining the role crisply and ensuring I know what I'm hiring for and why b) poisoning the interviews with things like leading questions, "selling" the candidate on the position, or giving too much information so the candidate parrotted the right answers to me; or c) failing to be really data-driven in managing people and figure out what works and doesn't over time. Of all the books that I've read, "Who" is by far the closest to the hiring and management processes I've developed with my coach's guidance. (And my coach is a GENIUS at hiring, by the way. He should write his own book.)
A great framework for all hiring managers. Incredibly detailed and formulaic. I find the process they use around scorecards for determining job criteria to be the most helpful part and the one I've got my company to adopt. The very specific interviews questions have been less useful as I'm hiring more junior people where prior work experience is more limited and specific skills are more needed.
What an amazing book on how to hire. I wish everyone was required to read this before hiring anyone or interviewing them for that matter. If 95% of interviews I have been to were conducted by people who understood this material I would have HOURS and DAYS of my life back, so would they, and we would also feel more secure about the decision either of us made in the end. Just read this book whether or not you're in a position that hires, as a person who gets interviewed it's valuable as well.
Excellent review of the hiring process, with lots of great ideas. I can't imagine anyone picking this up as part of their corporate training, and not being glad they did. Mostly because very few companies use the methods practiced by the authors (or if they do, they pay someone else to teach them how to do it correctly).
This is the best business book out there. In a very simple way, the authors provide a fact-based approach to building a culture of "A Player" talent. They literally spell out the steps (and give you the templates) to turn their recommendations into action. I've made this book required reading in my company. Every employee now has a scorecard and hiring is only permitted if the A Method is used. It's the real deal. Thank you to Geoff and Randy for publishing this book!!!
I have heard it said that the average hiring mistake costs 15 times an employee's base salary in hard costs and productivity loss. Can your company afford this?The A Method for Hiring provides a 4 step process for getting hiring right by finding A Players that are a fit for your roles and company culture. It steps you through specific questions and insights across 4 different types of interviews you must use to make the right choice. Not to fear, it also shows you how to economize your time by quickly identifying B and C Players so you can cull them out of the process early.
This book is effective in showing what useful hiring practices look like in successful companies. It is useful for those who are taking classes in management that need to see different concepts put to work by actual business leaders. The authors have a very narrative quality which makes the book enjoyable to read even though there are a lot of data used along with the text. Overall, the book laid out a detailed action plan that can help you analyze what you need to improve and what you need to change. It is thought provoking for people who are about to start in the business world, forcing us to analyze our preconceived notions about hiring.
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