Hiring is the single most important decision a leader makes, yet most get it wrong half the time. Why? The answer lies in the persistent use of outdated, intuition-driven methods that simply don’t work. Imagine a company that spends weeks interviewing candidates, only to find that their new hire is a poor fit, underperforms, or quietly erodes team morale. The cost is staggering: up to fifteen times the employee’s salary, not to mention the lost opportunities and hidden stress.
Traditional hiring is riddled with what 'Who: The A Method for Hiring' calls 'voodoo hiring'—a collection of ten flawed practices like relying on gut instinct, quirky questions, or hiring based on a resume’s shine. These methods are seductive because they feel familiar and personal, but research shows they are no better than flipping a coin. The book’s authors, Geoff Smart and Randy Street, reveal that most leaders make the same mistakes: they are unclear about what they need, settle for a weak candidate flow, and don’t trust their own ability to choose.
But there is a better way. The science of hiring starts with clarity. Instead of vague job descriptions, top companies use scorecards—living documents that define the mission, outcomes, and competencies for the role. These scorecards align the team and set a high but achievable bar. Next comes structured interviewing, which traces a candidate’s career chronologically and tests for evidence, not just likeability. Finally, the best leaders are always sourcing, building a pipeline of A Players before they’re needed.
When these practices come together, something magical happens: teams become stronger, cultures become healthier, and companies achieve results that once seemed out of reach. The lesson is clear: stop trusting your gut, and start trusting the method.
By shifting from 'what' to 'who,' organizations can finally break free from the cycle of costly hiring mistakes and build teams that fuel long-term success. Ready to flip the script?
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