Ebook Free Who, by Geoff Smart Randy Street

Ebook Free Who, by Geoff Smart Randy Street

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Who, by Geoff Smart Randy Street

Ebook Free Who, by Geoff Smart Randy Street

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From Booklist

Think of Who as the literal and figurative son of TopGrading (2005), by Brad Smart. Coaches and consultants Smart and Street have broadened the how-to-hire process from interviews to a 360-degree perspective on recruiting A players. It’s a compelling read for many reasons: the research is solid and expansive, based on actual work, CEO/top-management interviews, and statistics analyses from a top graduate business school. It’s simple: instead of 6 reasons here and 10 steps there, the authors boil down their recommendations into a 4-step process, from scorecard and source to select and sell. Who wouldn’t like to read stories from well-known CEOs like George Buckley of 3M, opening up the mysterious method of executive hiring? And finally, it’s a book laced with humor; anecdotes about interviewees who’ve told their stories all too well are not only laughable but memorable, too—for all the right reasons. Like the candidate who bugged his boss’ office because he never received any performance appraisals. Intended for executive readers—and human resources’ follow-through. --Barbara Jacobs

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Review

“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

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Product details

Hardcover: 208 pages

Publisher: Ballantine Books; 1 edition (September 30, 2008)

Language: English

ISBN-10: 9780345504197

ISBN-13: 978-0345504197

ASIN: 0345504194

Product Dimensions:

6.4 x 0.8 x 9.6 inches

Shipping Weight: 14.4 ounces (View shipping rates and policies)

Average Customer Review:

4.5 out of 5 stars

232 customer reviews

Amazon Best Sellers Rank:

#3,294 in Books (See Top 100 in Books)

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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