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“BRAD HELPED US DEVELOP THE TOOLS TO PICK A-PLAYER LEADERS AT GE.” —JACK WELCH
Great companies, large and small, rise or fall because of their talent; the more high performers on your team, the more successful your organization will be. Of course, that’s easier said than done. Research shows that only about 25% of all new hires turn out to be high performers.
But companies that have used Brad Smart’s Topgrading system over the past two decades have boosted their hiring success rates dramatically—sometimes even to 90%.
Three huge problems account for the typical poor results in hiring: dishonesty (via deceptive r�sum�s), incomplete information (via shallow interviews), and lack of verifiability (via biased references). Topgrading shows how to solve all three problems. Instead of hir�ing by your gut reactions to r�sum�s and interviews, you can start using a scientifically honed process that compels candidates to be totally honest.
Smart, one of the world’s foremost experts on hiring, has personally helped hundreds of compa�nies double, triple, or even quadruple their hiring success rates. His clients have ranged from global giants such as General Electric and Honeywell to midsize and small businesses in every field imagin�able, and to not-for-profits such as the American Heart Association. And hundreds of thousands of readers have applied the lessons and tools of the first two editions of Topgrading.
The Topgrading system makes hiring easier, faster, and more successful than any other process. And it works at every level, from the front lines to senior management.
For the first time in seven years, Smart has fully revised and updated Topgrading with many new tools, techniques, and case studies. This edition now features 40 companies of all sizes, across a wide range of industries and home countries. It’s the most advanced and useful version of Topgrading ever. The third edition includes:
- Simplified Topgrading methods for entry-level jobs.
- The new Topgrading Snapshot, which screens out weak candidates in just 15 seconds.
- The latest version of the acclaimed Topgrading Interview script.
- Case studies from 35 companies not featured in any previous edition.
- Many additional innovations created by Topgraders.
Topgrading isn’t just about hiring and promot�ing—it’s also about developing talent. It enables leaders to reward their A Players, coach their Bs to become As, and weed out the Cs who are beyond improvement.
Many great leaders know that Topgrading works. Find out how it can help your company gain a big competitive advantage.
- Sales Rank: #61097 in Books
- Brand: Portfolio Hardcover
- Published on: 2012-08-16
- Released on: 2012-08-16
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x 1.13" w x 6.50" l, 1.43 pounds
- Binding: Hardcover
- 352 pages
- Great product!
Review
�“Stated simply, the best talent wins and Topgrading helps identify and hire the best talent. This is true for internal promotions and external hires.”
—KEN CAMP, CEO, Hillenbrand
“The Topgrading interview process is one of the best tools in our arsenal for getting an in-depth understanding of high-potential managers. It probably improved our success promoting high-potential managers from maybe 50% to over 80%.”
—BILL CONATY, former Senior Vice President of Human Resources, General Electric
“The most valuable management skill a person can have is the ability to produce high-talent teams. Nothing else even comes close. That’s why Brad Smart’s Topgrading approach should be a top priority process in your organization.”
—PRICE PRITCHETT, Ph.D., Chairman and CEO, PRITCHETT LP
“Topgrading is the best practice I know of for hiring and promoting people who turn out to be A Players. In a not-for-profit, that can translate into raising more money to educate the public, and that can save lives . . . Having the best talent at every salary level is crucial.”
—CASS WHEELER, former CEO, American Heart Association
“Turnover came down, and sales and profits skyrocketed. With 98% hiring success due to Topgrading, the business took off.”
—JACK HARRINGTON, then CEO, Virtual Technology, now CEO, Thales Raytheon Systems
“When I look back at the dramatic success of our company, I can clearly point to the implementation of Topgrading as the pivotal moment that made our success pos�sible. I implore every business owner to make Topgrading mandatory. A Topgraded team is the ultimate secret weapon to crush the competition.”
—RICHARD ROSSI, Co-Founder, EnvisionEMI
“We’ve Topgraded the entire company and our sales and profits have soared.”
—ORRIN KLOPPER, CEO, Netsurit
About the Author
BRADFORD D. SMART, PH.D., is the president of Smart & Associates, Inc., a group of professionals who assess candidates for executive positions and train managers to implement Topgrading. A well-known industrial psychologist and consultant, he has personally helped hundreds of companies of all sizes dramatically improve their talent. His other books include Topgrading for Sales. Brad lives in a suburb of Chicago.
Visit www.Topgrading.com
Most helpful customer reviews
0 of 0 people found the following review helpful.
Five Stars
By Trifany Gibson
ebook.
41 of 46 people found the following review helpful.
most of this appears for free on author's web site
By TooCheapToBuyCheapGoods
Topgrading is a 12-Step program for increasing the percentage of "A Players" you hire from an average of 25% to some remarkable number--70%, 80% or even 90%. I found the parts of the book that I read repetitive and a bit breezy. There's a free 80-page e-book on the author's web site for those who value their time and money.
The impressive 65,000 number that appears in the book refers to Dr. Smart's interviews with "...6,500 managers, with an average of 10 jobs each...". These managers report a 25% success rate in hiring high performers.
The amazing 70-90+% post-Topgrading success ratios seem to come from Topgrading Step 12--"ANNUALLY MEASURE YOUR TOPGRADING SUCCESS". Every new hire is graded at their first anniversary by a committee of four "...in relation to the stated accountabilities" (page 177.) At this one-year point, employees are either considered an "A Player" or they are put on a performance improvement plan. So I have to ask, isn't just meeting expectations the very definition of a "B Player?" Can someone who's been through Topgrading tell me if managers typically set unrealistic goals to replace borderline performers or do they dumb down the goals to avoid the consequences?
So lets talk about the Topgrading TORC--the Threat of the Reference Check. With Topgrading, your candidates will be asked to arrange a "personal reference" call with every prior supervisor. The author thinks it will only drive away C Players--30 candidates, 20 complete applications--the TORC flushed out 10 problems, simple as that. Might it also repel the very best candidates as well? The scientist with the breakthrough research, the out-of-the-box thinker who will have a game-changing idea for your web site, the empathetic service rep who can calm even your pickiest customers and retain a key account--these people may just walk away. That Dr. Smart uses the rather outdated "lines of code per day" metric in an example about programmer productivity suggests he may be more familiar with sales than software development. (By the way, if you worked for a Topgraded company and cannot get a "personal reference" from your former supervisor, search the book for the word "hypocrite" to see why.)
Then there's the new Topgrading Snapshot to consider. At the outset of Topgrading, a one-page Topgrading Snapshot is needed for every current employee. You can register on the author's web site to try this for yourself. (Two free Snapshots come with the physical book--a $50 value.) According to one happy customer, the Topgrading Snapshot allows you to screen candidates in 10 seconds without reading the entire resume. The value of any visual exhibit depends on how faithfully it represents the important data--what is included, what is excluded, how information is encoded to colors plus the juxtaposition, shape and area of the graphical elements. Be sure to run a Snapshot on one of your high-performing women who took maternity leave to nurture her offspring. Don't forget to Snapshot Ol' Charlie (Smart's character who is fired for not doing his job, but who might sue because he's over 40.) Pick any good experienced worker. See how the Snapshot crams his 30 years of experience into the same space as a candidate half his age, making each of his job polygons smaller--like a job hopper. In fact, run the Snapshot on all your high performers and see which ones wouldn't make it to the interview stage. In the software arena, this is called a regression test. It tells you if the changes you plan to implement are going to break something that's already working.
My definition of an honest salesman is someone who tells you what you want to hear over and over and over again until you stop listening--then takes that opportunity to tell you the truth. Topgrading--hire the best. Topgrading--no need to retain average workers. Topgrading--it turned our company around. Topgrading--scare away the charlatans. Topgrading--70% success promoting the right people--no more Peter Principle. Topgrading--it's at a tipping point, get on board. Amid the endless branding of Topgrading, the author does reveal a hiring "secret." Dr. Smart found some managers who reported hiring mostly A players. Even before Topgrading, these savvy managers knew how to get over 50% high performers. I won't reveal the secret. Why? Because the author had the decency to include this nugget in the third edition, undermining his arguments for the rest of his elaborate program.
Frankly, if the 12 Steps in Topgrading seem novel to you, maybe you need someone to shake up your HR department. But before turning your company over to Topgrading, wouldn't it be prudent to ask Dr. Smart some detailed questions? Perhaps you should make him fill out his own job application to show you how well it works. You will need the full list of prior clients going back to high school with dates and total billing (with certified financial statements to reconcile the data.) Is the relationship ongoing or terminated? What is the "reason for leaving"--the Snapshot allows: My Choice [green], Mutual Decision [mauve], 100% Employers Choice (terminated) [red], Not Leaving [green], Other Circumstances [grey]. What will the client say about Smart's work? The Snapshot "Boss Rating" allows: Excellent [green], Very Good [green], Good [mauve], Fair [red], Poor [red], and Impossible to Provide [grey]. Once you've seen the history, ask him to arrange a reference call with several clients of your own choosing.
Finally, a word about glowing case studies. 35+ companies are profiled--out of how many Topgraded companies? Where's the full data set? Managers love to take credit for growth, but we all know people who were successful due to circumstances. (I've been that person.) When your company is going like gangbusters, is it your "A Players" that made it happen or did years of patience, effort and teamwork by everyone else hold the company together long enough to finally enjoy some favorable market conditions or a new product launch? Do your salespeople go to Hawaii for reaching their quotas while the engineers go home to read technical journals? If Smart helped 35 companies in decades of work, that's great, but a discussion of the challenges is also in order.
If you're thinking I'm alone in my critical opinion of this HR approach, you might want to check out the reviews of the prior edition of this book to expand your sample size.
17 of 18 people found the following review helpful.
Maybe...But the Process Shows No Respect For The Candidate
By Tom D
The short version is that if a candidate has been through this process once and didn't get the job, regardless of reason, they're not likely to go through it again. That has unaddressed implications for the process.
The emphasis here is on interviewing and the candidate. It seems like the purpose of the methodology is to weed out the slick con-artist candidates and that's fair enough. That leaves a lot of assumptions about identifying good candidates, and it assumes a competent hiring manager/team. The passionate testimonials are intriguing, but in reality, at best, they stand against the usual hiring process which has no clear structure or consistency, starting with validated job "requirements."
The way the process is being implemented shows no respect for a candidate or candidate's time. The candidate, prior to any introductory screen or filter, is expected to spend hours preparing what's now an on-line submission. The candidate is also required to arrange interviews with all their prior supervisors, something that's loaded with assumptions about the supervisors (four of mine are dead, two don't speak English, and if a smart candidate left a company because of bad management....). In practice, candidates are often asked to prepare a job plan or roadmap, or some type of presentation. If a candidate is passionate enough to spend the time to jump through those hoops, it's their decision but if you talk to a candidate who HAS jumped through all those hoops and didn't get the job, they'll consistently tell you they wouldn't do it again.
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