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What were you hired to do?
What accomplishments are you most proud of?
A Players tend to talk about outcomes linked to expectations. B and C Players talk generally about events, people they met, or aspects of the job they liked without ever getting into results.
What were some low points during that job?
Who were the people you worked with?
TORC, or threat of reference check.
Why did you leave that job?
You have to interrupt the candidate. If you don’t, he or she might talk for ten hours straight about things that are not at all relevant.
Master Tactic #2: The Three P’s
1. How did your performance compare to the previous year’s performance?
2. How did your performance compare to the plan?
3. How did your performance compare to that of peers?
Master Tactic #4: Painting a Picture
Master Tactic #5: Stopping at the Stop Signs
for. If people don’t live by these values, they will never fit with our company.”
a chance to do reference calls, you lose 25 percent of the information you should know.”
64 percent of the business moguls we interviewed conduct reference calls for every hire, not just the ones at the top. Unfortunately, far fewer general managers follow
from the Who Interview and pick the bosses, peers, and
ask the candidate to contact the references to set up the calls. Some companies have a policy
conduct the right number of reference interviews. We recommend that you personally do
bosses, two peers or customers, and two subordinates.
is really a conversation starter and memory jogger. You already know the answer based
multiple examples to help you put strengths and development areas into context. And,
phrase “back then” to the end of the question: “What were the person’s biggest areas for
8, 9, and 10 across your reference calls. Anything
CEO is not to talk to their bosses, but to their subordinates. You want to get down two or three levels—
Show them how much they will fit with and contribute to the company.
We suggest celebrating their acceptance by sending something meaningful, such as flowers, balloons, or a gift certificate.
Research shows an alarming failure rate among new hires in the first one hundred days.
what factors contributed the most to business success. They told us that “management talent” was over half the equation. The only other category to draw even 20 percent of the vote was execution. Strategy finished below that, at 17 percent,
Get the talent side of the equation wrong, and you will always face rough waters.
Make people a top priority.
Follow the A Method yourself.
Build support among your executive team or peers.
Cast a clear vision for the organization and reinforce it through every communication with the broader team.
Train your team on best practices.
Remove barriers that impede success.
Implement new policies that support the change.
“Achieve a hiring success rate of 90 percent or greater. Build and retain a team composed of 90 percent or more A Players by a certain date.”
They require a scorecard for every job requisition.
They require a Who Interview and rated scorecard before an offer can be made.
Recognize and reward those who use the method and achieve results.
Remove managers who are not on board.
Celebrate wins and plan for more change.
The best leaders celebrate their team’s success by offering tangible rewards, such as a fancy dinner, a team event, or even a nice gift.
1. Relevance. Do not reject candidates for reasons that are not relevant to the job.
2. Standardization of hiring process. Use the same process for all candidates regardless of their demographic group.
3. Use nondiscriminatory language during interviews and in written forms.
4. Avoid asking candidates illegal questions.
In the United States, these questions include anything to do with marital status, intention to have children, whether or not candidates are pregnant, when they were born, where they were born, medical condition (unless specifically relevant to the performance of the job), race or ethnicity, sexual orientation,
