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178 How to Hire A-Players Solving the People Puzzle The other day, I was talking with the vice president of sales for a commercial flooring company about integrating online assessment tools into his hiring process. He was excited about the idea and told me that he was going to have his best salesperson take the assessment as a trial. When I reviewed the salesperson’s results, I knew right away that there was a problem. The assessment described an account manager who was brought in after the sale, not a ‘‘hunter’’ responsible for bringing in new business. I have learned after years of doing this kind of work that you have to trust the assessment results. So I e-mailed the results to the executive, called him to follow up, and gave him my interpretation. There was a pause on the other end of the line. Then he said to me, ‘‘Well, I will admit it. I was testing you. I didn’t assess my top sales guy. I assessed the guy who should be my top sales guy. He is polished, professional, smart, and clients love him; but he can’t generate new business. He is an enigma.’’ It took me just five minutes to show this executive how the assessment report clearly revealed why this salesperson didn’t generate much new business. How valuable would this information have proved before hiring this person? The people we hire can puzzle us. The ones who appear to have great abilities can fall short, while others who are not at the top of our lists end up being superb performers. How can you tell which is which? Good assessment tools can help by shedding light on people’s hidden gifts and flaws before you hire them. Specifically, these tools help you to: Identify the skills and talents that are critical for top performance. Measure the skills and talents of the people you interview. Compare the abilities of candidates to an A-Player Profile. Analyze the gaps between what the job requires and the talents people bring to the table. By ‘‘personnel assessments,’’ I’m referring to online tests that provide feedback on job candidates’ skills and abilities. These tools
measure talents that are difficult to teach, such as sales effectiveness, leadership ability, competitiveness, sense of urgency, analytical orientation, personal motivation, and practical thinking. They also provide insight into critical but intangible factors like a person’s intuitiveness about others, self-confidence, ‘‘coachability,’’ and drive to achieve. If potential employees don’t bring the right combination of skills and abilities with them to a position, their chances of failure increase dramatically. By using assessment tools to make sure that all your final candidates have these foundational aptitudes, you’re able to focus on finding the A-players among the candidates that you interview. Good evaluation instruments provide you with insight into people that you can’t get otherwise. Assessment tools provide an additional benefit. They temper your natural tendency to be charmed by certain candidates and pursue them despite their weaknesses. I know seasoned sales executives who refuse to interview any potential salespeople until they have completed an online sales assessment. These executives have made too many hiring mistakes based solely on initial impressions and ‘‘gut instincts.’’ They like the fact that assessment tools inject objectivity about candidates into the interview process. Creating a Common Language Popping the Hood on Candidates Using Assessment Tools 179 A-Player Principle: We like to like people and to be liked in return. Assessment tools help us remain objective about the people that we interview. Evaluation tools like these also give you a common language to use in your organization as you interview, assess, and discuss candidates. Executives in sales organizations, for instance, will buy into the importance of measuring competitiveness, energy, money motivation, and drive to achieve—all of which are specific categories measured by sales assessment instruments. This common language helps multiple interviewers to evaluate numerous candidates quickly.
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A-PLAYERS Finding the Top People fo
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‘‘Consistently hiring A-players
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‘‘How to Hire A-Players is a mu
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John Wiley & Sons, Inc.
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To my parents, Roy Herrenkohl and E
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Acknowledgments A number of people
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About the Author Eric Herrenkohl is
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xx Introduction However, there were
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xxii Introduction business now need
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Almost no one wants to spend time o
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The Value of A-Players 5 the respon
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One A-Player Can Help You to Sell Y
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the first pitching coach to be adde
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you cannot measure it, when you can
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team. While your HR contact or recr
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processes I describe in this book t
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you currently employ. 3 Review or c
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2 Would You Know an A-Player if You
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22 How to Hire A-Players Where Do I
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24 How to Hire A-Players create a h
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26 How to Hire A-Players (continued
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28 How to Hire A-Players If a sales
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30 How to Hire A-Players A-Player P
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32 How to Hire A-Players Using Your
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Now that you know what an A-player
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‘‘Always keep your couch full,
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Three Steps to Creating an A-Player
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Rockies—had the foresight to sign
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and then had forgotten all about it
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A-players, it can focus on a rigoro
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acing skills. While many races are
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I hope you’ve begun to determine
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Right under Your Nose: Leveraging P
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candidates, but you have to get the
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Your Vendors Right under Your Nose:
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Leveraging your existing relationsh
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Industry Conferences and Continuing
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Don’t Just Sit There. Reach Out!
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Don’t Just Sit There. Reach Out!
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size.’’ 1 He knew that in this
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$1,000 of Tom James clothing as a r
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Become an Adjunct Professor Don’t
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Do I Really Have Time for This? Don
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6 Finding New Pools of A-Player Tal
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100 How to Hire A-Players Virtual N
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102 How to Hire A-Players hour to t
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104 How to Hire A-Players Restauran
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106 How to Hire A-Players Run emplo
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108 How to Hire A-Players greeted t
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110 How to Hire A-Players they fini
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112 How to Hire A-Players on specif
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114 How to Hire A-Players same appr
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7 The Basics of Online Recruiting
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120 How to Hire A-Players you have
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122 How to Hire A-Players FIGURE 7.
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124 How to Hire A-Players powerful
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126 How to Hire A-Players roles—w
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Page 163 and 164: A company that I do work for does a
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Page 171 and 172: follow a great process or a firm th
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Page 177: 9 Interviewing and the Economic Val
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Page 186 and 187: 162 How to Hire A-Players ‘‘Why
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Page 201: Several years ago, I bought a used
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Page 216 and 217: 192 Conclusion me the story of how
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Page 222 and 223: 198 Conclusion At the same time, le
Page 225: Web Sites for Free Additional Resou
Page 228 and 229: 204 Notes Chapter 9 1. Kate Lorenz,
Page 230 and 231: 206 Index Assessment, pre-hiring: (
Page 232 and 233: 208 Index Drug testing, 188 Drummon
Page 234 and 235: 210 Index Indeed.com, 127 Industry
Page 236 and 237: 212 Index Negotiating, recruiter fe
Page 238 and 239: 214 Index Principles, highlighted (
Page 240 and 241: 216 Index Salary issues. See Compen
Page 242 and 243: 218 Index Value, A-players’ add-o
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