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In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.

The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate.

Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to

• avoid common “voodoo hiring” methods

• define the outcomes you seek

• generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople

• ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate

• attract the person you want to hire, by emphasizing the points the candidate cares about most

In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

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记得电视剧《我爱露西》（ I Love Lucy）中的一幕吗？露西跟伊赫尔在糖果厂里干活，负责包装巧克力，可他们的动作不够快。为了避免商品“裸体”出厂，他们就抓起巧克力往嘴巴里塞，往衬衫里掖，往任何可以找到的缝隙里放……这时，主管出现了，她向这2位新员工打招呼。看到已经空了的传送带，她对另一个房间的操控人员喊：“加速！”看，问题来了。

1.

说服的5个F. FIT ,FAMILY ,FREEDOM.FORTUNE, FUN

2.

说服的5个阶段：物色时，面试时，录用的选手考虑接受工作的时候；接受之后，到岗之前；新上岗的头100天

3.

猎头是帮助物色人才的重要渠道，但如果他们不了解公司的内部情况和企业文化，能起到的作用也没有效。

A手的关键能ノ

◆高效。以最小的授入获取最大的收获

◆诚实/忠诚。不偷懒违纪。保守秘密，值得信赖。不授 机取巧，言谈坦诚、可信。

◆擅长组织规划。能迅速高效地做好计划、拟定日程、分 配预算等工作。分清事务的轻重缓急

◆进攻进取。行动迅捷，姿态强势，但并不显得粗鲁无礼。 ◆兑现承诺。兑现口头和书面的协议，不计较个人授入 ◆智慧。领悟力高，能轻松迅速地理解和吸收新信息。

◆善于分析。对资料进行各种定性、定量分析，得出深度 结论。具有洞察力，可透过现象看本质。

令专注细节。不忽略足以毁掉工作成果的重要细节。

◆坚韧。有初劲，有始有终。

◆积极主动。不需要交代就能够去做，并给公司贡献新想法

谁

能等用A级选手(适用于经理人)。寻找、选拔并说 A手加入公可。

能够人(适用于经理人)。对现有岗位人员进行培词 以捉高业，并为来做好准各。

具有灵活性/适应性。能够根据实际情况的改变迅速做 出调整，并良好地应对复杂情况和变化

抗压能力强。可顶着高压创造出稳定的业绩。

有战略思维和远见。能够鼓舞大家相信美好的未来。通 过综合分折当前和未来的趋势，辩清哪儿是机会哪几儿是 威胁。

有创造性/善于创新。使用新办法和新方案来解决问题 ◆热情洋滥。热爱工作并充满激情，认为“我能行!”

◆具有良好的职业道德。愿意努力完成工作，甚至有时加 班加点。工作向来很勤奋。

◆高标准要求。期望个人和团队创下最佳业绩。

◆善于倾听。让别人开口并试图理解他们的观点。

令散开胸怀接受批评和想法。恳请别人提出意见，冷静对 待批评和负面反馈。

善于沟通。口头和书面表达(包括写电子邮件)清断， 不冗长繁项。

◆富有团队精神。跟同事和主管建立起合作的工作关系。◆具有说服力。能够说服他人采取行动。

如何填制记分卡

1.使命。构思1-5句简短陈述，描绘岗位存在的必要性。比如“客 户服务代表的使命是:以最礼貌的态度解决客户的问题和投诉。

2成果，构思3~8项某人做出A级成绩必须实现的具体、客观的成果。 比如“截至12月31日，把客户满意度从71提升到9.0。评分范围 为1-10。”

3.能力。确认为实现岗位成果所需的行动能力。接着，明确5~8项 用于适应企业文化的能力，并把它们写到所有岗位的记分卡上。比 如“高效、忠诚、高标谁、重视客户服务”等。

4.确保工作协调一致，清晰传达记分卡内容。检测记分卡，看符不符合经营计划，并把它跟相关岗位人员的记分卡比照，确保工作安协调一致。然后向有关各方(如同事、具体招聘人员等)清晰传达记分卡内容。

书籍介绍

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.

The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate.

Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to

• avoid common “voodoo hiring” methods

• define the outcomes you seek

• generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople

• ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate

• attract the person you want to hire, by emphasizing the points the candidate cares about most

In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.