Home' Trinidad and Tobago Guardian : March 30th 2014 Contents A29
March 30, 2014 www.guardian.co.tt Sunday Guardian
A Seen On TV
Benn Hinn i h Dr. Joel D. Wallach
The an er o all o r heal h challenge 0330041
NASHROON MOHAMMED, BA (HONS),
DI LC, CCC, CLTMC
Jim Collins, the author of Good to
Great, said: "The most important deci-
sions that business people make are
not what decisions, but who deci-
sions." Who you hire in your organ-
isation is by far the most important
decision you can make, as they are
the ones who make the decision of
what to do.
Recently, browsing through
Amazon.com, I came across the book
titled Who: The A Method For Hiring
by Geoff Smart and Randy Street. The
writings of this book stated that the
single biggest problem in business today
is unsuccessful hiring. The average hir-
ing mistake costs a company $US1.5
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 per cent.
We are all too familiar with the tra-
ditional method of hiring---curriculum
vitae, interview, and hire candidate.
Over the years, we have seen that most
organisations have added personality
testing, aptitude and skills testing to
their selection process.
Ben Dattner, on September 12, 2013,
wrote an article in HBR Blog Network
entitled How to Use Psychometric Test-
ing in Hiring. In this article, he outlined
that roughly 18 per cent of companies
are using personality testing as a means
of choosing their people. According to
a survey by the Society for Human
Resource Management, this number is
growing by ten to 15 per cent a year.
Recruiting and selecting the right
candidate to fill the position can be
costly, and the costs can escalate when
there is a high turnover of staff. Taking
this into consideration, it will be pru-
dent to hire people who will fit the
position and the culture of your organ-
In this book, Geoff Smart and
Randy Street outlined three reasons
why hiring failure happens:
1. The business is unclear about
what is needed in a job.
2. They have a weak flow of can-
didates to fill vacant positions.
3. The hiring officer does not
trust their ability to pick out the
To avoid these failures, Smart
and Street who have spent over
ten years doing research for their
book, have proposed the "A
method of hiring." The A method
is a simple process for identifying
and hiring A players with a high
degree of success; it helps organ-
isations to get the "who" right.
The A method
There are four simple steps to
the A method.
Scorecard---The scorecard is a
document that describes exactly
what you want a person to accom-
description, but rather a set of out-
comes and competencies that
define a job done well. By defining
performance for a role, the score-
card gives you a clear picture of
what the person you seek needs
to be able to accomplish.
The scorecard describes the mis-
sion for the position, outcomes
that must be accomplished, and
the competencies that fit with both
the culture of the company and
Source---Finding great people is
getting harder, but it is not impos-
sible. Systematic sourcing before
you have slots to fill ensures you
have high-quality candidates wait-
ing when you need them. The
number one method of sourcing
candidates is by referrals from your
personal and professional network.
Select---Selecting talent in the
A method involves a series of
structured interviews that allow
you to gather the relevant facts
about a person so you can rate
your scorecard and make an
informed hiring decision.
The screening interview is a
short, phone-based interview
designed to short-list only A play-
ers for the next step.
• A topgrading interview is the
key interview in the selection
process of the A method. This
interview seeks to give confidence
to the interviewing team because
it uncovers the patterns of some-
body s career history, which can
be matched to the scorecard.
• The focused interview allows
you to gather additional, specific
information about the candidate.
• The reference interview is
where you seek to confirm the
information gathered thus far with
someone who knows the candi-
Sell---Once you identify people
you want on your team through
selection, you need to persuade
them to join. Selling the right way
ensures you avoid the biggest pit-
falls that cause the very people
you want the most to take their
talents elsewhere. It also protects
you from the biggest heartbreak
of all---losing the perfect candidate
at the eleventh hour.
Having briefly discussed the A
method, let us look at what needs
to happen to install this method
within your organisation.
• Make the people in your
organisation your top priority.
• Lead by example---follow the
A method yourself.
• Build support among your
executive team or peers.
• Cast a clear vision for the
organisation and reinforce it
through every communication with
the broader team.
• Train your team on best prac-
• Remove barriers that impede
• Implement new policies that
support the change.
• Recognise and reward those
who use the method and achieve
• Remove managers who are not
• Celebrate wins and plan for
Hiring and retaining talent is
crucial to any organisation s suc-
cess and, therefore, calls for an
approach that supports the tradi-
tional interview process. According
to Zig Ziglar, "there s no such thing
as a successful business without
a lot of successful people helping
to grow it. You don t build a busi-
ness---you build people---and then
people build the business."
Hiring right talent critical to success
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