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12 How to Hire A-Players the risks and costs of hiring weaker players. Over the long haul, it is not enough to have just one A-player employee who is surrounded by weaker team members. Most A-players have a strong desire to learn, grow, and develop. One of the ways they do this is by working with other great people. If your team is one Great Dane surrounded by Chihuahuas, your ‘‘big dog’’ is at risk. One of your competitors simply needs to convince that person that he or she will have greater professional development opportunities with them rather than with you. A-Player Principle: If you don’t keep hiring A-players, the ones you already have may start leaving. Isn’t This HR’s Job? You may be wondering, ‘‘But isn’t this HR’s job?’’ If you have a strong human resources and/or recruiting department, it can be a tremendous asset in finding and recruiting A-players. But as a leader in the business, you must own ultimate responsibility for improving the talent in your company. Hiring A-players is a business priority, not just an HR priority. In addition, the ability to hire A-players rises and falls on relationships. A great recruiter provides you with leverage in reaching A-players. However, you and your managers also have professional relationships and networks. You are the ones who are—or should be—rubbing shoulders with the best and brightest in your field. While HR can do a lot of the groundwork, it ultimately cannot make an A-player come to work for you. It is your responsibility to discern which individuals could make a major contribution to your team. Hiring A-players is an ongoing commitment to creating a team that achieves superior results, so don’t get lazy if you find one great person. Instead, use that person as the foundation for an A-player
team. While your HR contact or recruiter can be a great resource for reaching out to these people, you have to drive the process. The 80/20 Principle Is Alive and Well The Value of A-Players 13 If you want to convince yourself of the impact which A-players will have on your business and your life, step back and assess your current team. How much more productive are the top 20 percent versus the other 80 percent? AirClic is a Pennsylvania-based company that sells solutions for automating mobile work processes by using cell phones to capture and track data. Its customers include airlines, manufacturers, health-care companies, and others. But the company faced a challenge: Many prospective customers were excited about the solution, but this highly technical sale required buy-in from both financial and technical decision makers within these corporations. While salespeople could open the doors, they needed help to persuade prospective clients of the technical merits of the system. To accomplish this, CEO Tim Bradley and his executives retooled their internal consulting group to provide technical sales support and they used their A-players to do it. While every consultant on the team had strong technical skills, a handful of them also had especially keen communication skills and personal presence. These people could explain the company’s solutions in terms that both technical and nontechnical buyers could understand. AirClic took this handful of persuasive technical consultants and teamed them up with their salespeople. Now, when AirClic salespeople line up a meeting with a prospective client, they take their A-player technical consultants along with them. The consultants bring technical credibility to the sales process, but they also know how to move the sale forward rather than getting bogged down in technical minutiae. The results? AirClic’s sales have increased significantly due to the company’s ability to identify a talent choke point and deploy Aplayers to solve it. AirClic recognized that 20 percent of its internal consultants were A-players who could help to drive sales as well as implement solutions. By focusing on this 20 percent
Page 1: A-PLAYERS Finding the Top People fo
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Page 11 and 12: John Wiley & Sons, Inc.
Page 13: To my parents, Roy Herrenkohl and E
Page 17 and 18: Acknowledgments A number of people
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Page 22 and 23: xx Introduction However, there were
Page 24 and 25: xxii Introduction business now need
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Page 52 and 53: 28 How to Hire A-Players If a sales
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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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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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128 How to Hire A-Players almost an
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130 How to Hire A-Players when they
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132 How to Hire A-Players social me
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134 How to Hire A-Players number of
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136 How to Hire A-Players would rel
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A company that I do work for does a
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Headhunters are brokers. They achie
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You Have a Relationship Based on Tr
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Specialists versus Generalists Usin
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follow a great process or a firm th
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the agreement if you don’t want t
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ack. If your company is committed t
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9 Interviewing and the Economic Val
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156 How to Hire A-Players A-Player
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158 How to Hire A-Players Conduct M
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160 How to Hire A-Players with her
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162 How to Hire A-Players ‘‘Why
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164 How to Hire A-Players observati
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166 How to Hire A-Players Don’t O
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168 How to Hire A-Players (continue
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170 How to Hire A-Players whatever
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172 How to Hire A-Players know a lo
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174 How to Hire A-Players (continue
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Several years ago, I bought a used
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measure talents that are difficult
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ole. The best project managers, con
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Popping the Hood on Candidates Usin
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192 Conclusion me the story of how
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194 Conclusion 1. Invest your time
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196 Conclusion and more of the tact
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198 Conclusion At the same time, le
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Web Sites for Free Additional Resou
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204 Notes Chapter 9 1. Kate Lorenz,
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206 Index Assessment, pre-hiring: (
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208 Index Drug testing, 188 Drummon
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210 Index Indeed.com, 127 Industry
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212 Index Negotiating, recruiter fe
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214 Index Principles, highlighted (
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216 Index Salary issues. See Compen
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218 Index Value, A-players’ add-o
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