It is hard to think of an organization in any field that cannot benefit from this book. Great Thabo ... Perhaps you can explain which companies do 4 hour interviews - alot of my work is with the BIG 4 Management Consulting Sector -where you don't get through the door without a B.Sc or a MBA and more importantly core specific industry knowledge.
Let us know what’s wrong with this preview of This book was good, as was the concept behind it, and the data that supports it.
I also work exclusively with smaller companies and understand your criticism that Topgrading is a lot of work and has a steep learning curve.
This book was on the shelf in my old boss's office, so I borrowed it just to see what she was reading. 1591840813 These are explained below.
My CEO asked me to lead a book club at my company to discuss this book and senior leaders were so focused on the amount of times Smart used the word "Topgrading" that many were not able to focus on the value of best practices such as interview standardization, using reference checking as a legitimate tool and doubling up for team interviews. What is the TORC Technique? Topgrading is a hiring process that is supposed to increase the percentage of “A Players” from 25% to 90% in your company. . The author spells out his practical approach to finding and managing A-level talent—as well as coaching B players to turn them into A players.
--- JD I don't know, because I didn't make it past the 2nd cd. In this short Topgrading Tips I'll refresh you on how the TORC (Threat of Reference Check) works, what is the criticism, and, ahh!, 6 ways to satisfy your sense of ethics.
Topgrading is a hiring process that is supposed to increase the percentage of “A Players” from 25% to 90% in your company. It is, of course, based on a series of books (Brad Smart's 'Topgrading', 'The Smart Interviewer: Tools and Techniques for Hiring the Best' and 'TopGrading: How Leading Companies Win by …
Principles can be applied, but really needs to come from the leadership down in order to be effective.Thorough if perhaps overly long. The more great people on your team, the more successful your organization will be. Great companies don’t just depend on strategies—they depend on people. When I've worked with some clients directly and helped them conduct a 4 Hour Interview, I've picked up a few things that seem to apply across all industries:Executives can easily dupe you in a 30 minute interviewThey can often lie their way through a 1 or 2 hour interview because they've likely been on the hot seat beforeIn hour 3 it's fairly easy for the Interviewer to recognize if the Candidate is lying or has a track record of blaming others, not delivering on commitments, etc.By hour 4, the Candidate is "naked".
However, I think that the book was a bit long for what it was trying to prove, and they should have perhaps just stuck with teaching businesses how to conduct meaningful interviews and how to identify good employees and separating them from the bad. This book has some valuable information and ideas about how to improve your odds of hiring keepers, but it is also painful to read.
I tried to get JD to explain when and how this type of interview is used in the real world since he's read the book ... Can you elaborate ..Paul, I am going to have to put you on hold. But that’s easier said than done.
I am happy to share once I have more insight but as at now, did some quick reading and will go through their website in more depth. Just in case you have ever been asked the question "Why are manhole covers round?" Our managers (and I) could not wait for this book to be over!Desde Leader Summaries recomendamos la lectura del libro El valor del capital humano, de Bradford Smart. However, I think that the book was a bit long for what it was trying to prove, and they should have perhaps just stuck with teaching businesses how to conduct meaningful interviews and how to identify good employees and separating them from the bad.
He provides intriguing case studies drawn from more than four thousand in-depth interviews.As Smart writes in his introduction, “All organizations, all businesses live or die mostly on their talent, and any manager who fails to topgrade is nuts, or a C player.
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