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Publisher Description

It's happened to the best of us. You have a job opening to fill. You interview a range of qualified candidates and hire the best of the bunch-or so you think. You soon realize that the person who seemed like a perfect fit during the interview doesn't have what it takes to do the job.

In Who, Geoff Smart and Randy Street, of the management consulting firm ghSmart, combine their experiences training thousands of managers and executives with the most revealing and comprehensive research ever on the subject of how to hire successfully, as well as advice and stories from more than twenty billionaires and sixty CEOs. The result is a simple, four-step method for hiring with confidence, designed for everyone from the CEO on down. Who shows you how to avoid the most common pitfalls of hiring, how to identify "A Players"-people who can perform their job better than 90 percent of the candidates in their field-and how to make sure the best candidate will be excited to join your organization.

Hiring is every bit as important an element of successful business as other key principles, such as leadership and strategy. Who should be required listening for anyone in a management position.

Business & Personal Finance
Patrick Lawlor
hr min
October 15
Tantor Audio

Customer Reviews

RLieberum ,

The Title Says It All

Want to get hired? Read this book. What to hire better people? Read this book. How one goes about getting hired or selecting the right person for the job is radically changed in this book. Gone are the days of doing the job. Now it is more important to show how you fit into the organization and its culture. The job is secondary and employers know this. Do yourself a favor and read this book to understand how the professional world has changed forever.

Partnerwithariel ,

Excellent book for a business world that no longer exists

When I first began my career in recruitment 14 years ago, the business world worked very much like the book describes. Without exception, all of his examples are from the finance and banking sector, and it’s mostly about hiring people who remind me of the character in The Godfather trilogy, when the senator met with Michael.

I’m almost positive that if this author had an opportunity to rewrite this book in 2021 (from 2008), that he would be more considerate of the candidate experience, and the interview process would be less weighted as David and Goliath (the employer having all the chips in the employment transaction.)

I would rate this book with two stars, but bumped it up to three stars, because the narrator did a great job...I would welcome a listen of another book that this narrator reads.

This book makes way too many assumptions about people (if they were fired by more than 20% of their employers, take them off the list)—I think he simplifies the human experience, and doesn’t realize that people live complicated lives, and that in the world of competitive search, the chase is considerably more balanced today.

Additionally, I wish he had more diverse examples—seems that 100% of his examples were WASP-types.

As this book is still published and unedited—without updates, I am scrutinizing it with today’s standards of business—the author ought to remit this book from publication, or update it.

As for the “A Method”—very strange name for what was described. I would not recommend this book for hiring professionals. I envisioned hiring managers whom I’ve encountered in my career while he was speaking, and many of them are no longer in those roles, precisely for some of the pushy and pressing tactics that are recommended here.

Personally, if someone threatened me in the beginning of the interview (TORC stands for Threat of Reference Check(s)) — I would let them know that my reference is Mickey Mouse and Tom S. Cat—but more seriously, I would hang up or leave the office, and write a letter to the CEO.

I found the book to be so strange, that I sped up the book to 2X.

I’ve placed thousands of people over 14 years. It pays off to care about the candidate experience. Never expect expensive behavior from cheap people. That includes departments and companies.

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