By Karen Merritt

Who: The A Method for Hiring, a book about recruitment by Geoff Smart and Randy Street, is a manager’s guide to hiring A Players.  Every HR Manager should read this book as it puts the hiring manager in the driver’s seat but keeps that manager in his or her comfort zone with a very structured process, providing specific questions and step by step instructions.

Step One: Defining an A Player
A candidate who has at least a 90 percent chance of achieving a set of outcomes only the top 10 percent of possible candidates could achieve.  Companies want to hire superstars… but, not just any superstar, the right superstar. 

Step Two: Create a Scorecard
The scorecard should have four parts: the job’s mission, outcomes, competencies, and alignment and communication.  Together they describe A performance in the role – what a person must accomplish, and how.

Step Three: The Interview Process
There are Four Interviews in the WHO program which at first can seem cumbersome, but in reality, save a lot of time.

–  The Screening Interview – comprised of 4 questions, this phone interview is normally conducted by the hiring manager and should take no longer than 30 minutes. Participation by the HR Manager is helpful if the hiring manager has little or no interview experience.

–  The Topgrading Interview – this is a face to face interview with the hiring manager and the HR Manager.  There are 5 specific questions. The same questions are asked about each previous position held by the candidate. This interview can take anywhere from 1 hr to 3 hrs.

–  The Focused Interview – getting to know more. This interview is meant to include other members of the management team and is focused on the outcomes and competencies of the scorecard.  Get the candidate to provide specific examples.

–  The Reference Interview – testing what you learned.  After the interviews, use the notes and pick the bosses, peers and subordinates with whom the hiring manager and HR Manager would like to speak with… don’t just use the reference list that the candidate provides.  The hiring manager should personally make at least 50% of the reference calls.  

Step Four: Skill-Will Bull’s-Eye
This is the alignment of the candidate’s skill vs. their will (want) to do the job.

Examine the ability for the candidate’s ability to do the job.  If there is a 90 percent or better chance the candidate can achieve an outcome based on the data  gathered, the rating would be an A for that outcome… otherwise it would be a B or C.  Next, evaluate will.   This has to do with the motivations and competencies a candidate brings to the table.   Is there a 90 percent or better chance the candidate will display the competency?  If so, the rating would be an A for that particular competency.   An A Player is someone whose skill and will match the scorecard.  Anything less is a B or C, no matter the experience or seeming talent level.

The book also gives good information to help the hiring manager identify red flags which he or she might not normally see. It also talks about getting the right fit for the company’s culture, values and goals. It is easy reading and a very good reference book for any manager wanting to hire the elusive A Player.

Karen Merritt is the HR Manager for a Canadian owned manufacturing company in Langley. She spends her working hours engaged in every aspect of HR but during her “off” time she can be found taking classes, walking her dog and visiting with friends.