Yaara Misholi is the VP of Product Platform at Fireblocks, an enterprise-grade platform for issuing digital assets. She has joined CTech to share a review of “Who: The A Method for Hiring” by Geoff Smart and Randy Street
Title: “Who: The A Method for Hiring”
Author: Geoff Smart and Randy Street
Format: Book, Tablet, Audiobook
Where: Home, Commute
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Yaara Misholi is the VP of Product Platform at Fireblocks
(Photo: EYAL MARILUS / Amazon)
In their book “Who: The A Method For Hiring”, Geoff Smart and Randy Street present a comprehensive four-step methodology for hiring top talent. The authors argue that exceptional employees are the cornerstone of any successful business, capable of dramatically influencing a company’s performance and growth trajectory. Their A Method is designed to optimize the process of identifying, attracting, and securing these high-performing individuals, whom they refer to as “A players.”
The book’s central argument is that traditional hiring practices are often flawed, leading to costly mistakes and missed opportunities. By following the A Method, organizations can significantly improve their hiring success rate. This systematic approach aims not only to reduce the risk of bad hires but also to increase the likelihood of bringing on board game-changing talent that can propel a business forward.
Drawing on their extensive consulting experience and research, the authors provide practical strategies and real-world examples, making the book both a theoretical framework and a practical guide for hiring managers and business leaders. By emphasizing the critical importance of a structured hiring process, “Who” offers a convincing case for rethinking traditional recruitment methods in favor of a more strategic, data-driven approach.
The book revolves around a systematic approach to talent acquisition, centered on four key steps: Scorecard, Source, Select, and Sell. These steps form the foundation of the book’s methodology, and as it guides the reader through these steps, it demonstrates important lessons in hiring.
One primary theme is the critical importance of clarity in job expectations, specifically focused on in the Scorecard step. The book emphasizes that defining roles and aligning all stakeholders before beginning the hiring process is crucial to avoid mismatches between candidate skills and job requirements. This clarity is also important in engaging team members in the recruitment process, as they will have a much clearer understanding of what the role entails.
Central to the book’s philosophy is the concept of identifying “A players” – truly exceptional candidates who can drive organizational success. The authors provide strategies for seeing through rehearsed answers and uncovering a candidate’s true potential. They present comprehensive interview techniques, emphasized in the ‘Select’ step, aimed at truly understanding a candidate’s capabilities and potential fit, moving beyond surface-level assessments. The book offers fascinating examples of interviews that seemed to go well until a skilled interviewer noticed a clue and pursued it further. The Topgrading Interview technique is a key component of this step.
Proactive candidate sourcing, highlighted in the Source step, emerges as another significant theme. The authors stress the importance of looking beyond active job seekers, encouraging readers to tap into networks and pursue passive candidates to find the best talent. They argue that sourcing should be an ongoing process, not just when a role needs to be filled, advocating for always being on the lookout for top people to bring onto teams.
Strategic recruitment closing, addressed in the Sell step, emphasizes the importance of actively pursuing desired candidates, recognizing that top talent often has multiple options.
The book consistently emphasizes that hiring the right people is crucial to a company’s long-term success. It advocates for a shift towards data-driven decision-making in hiring, moving away from “gut feeling” decisions towards more evidence-based choices.
Ultimately, the book presents a holistic view of hiring, emphasizing that effective recruitment is not just about filling positions, but about building the foundation for organizational excellence through careful selection and acquisition of top talent.
“Who: The A Method for Hiring” has revolutionized my approach to recruitment, offering invaluable insights that have already yielded significant benefits for me and my organization. While the book is rich with takeaways, several key lessons stand out as true game-changers.
The concept of creating a comprehensive scorecard for each role has dramatically improved my hiring process. This goes far beyond a typical job description; it’s a strategic document that aligns all stakeholders on the role’s objectives, responsibilities, and outcomes. I’ve found that this practice not only streamlines the interview process by helping colleagues align on what we’re after, but also significantly enhances the quality of hires. The simple act of truly thinking about the role, its outcomes, and measurements of success sharpens our perception of what it takes to excel in this role and the qualities we seek in the ideal candidate. This level of clarity has substantially improved our team’s ability to assess candidates consistently and effectively.
Equally impactful has been the book’s advocacy for in-depth candidate evaluation, particularly through the Topgrading interview technique. This approach has been eye-opening, as it gave me the “permission” to screen out more candidates early on, while dedicating much more time to getting to know candidates who pass the initial screening. I’ve made mistakes in this area in the past, where I spent too much effort selling the role and not enough time assessing if a candidate is truly an A player. The outlined interview technique, which emphasizes more rigorous initial screening followed by in-depth evaluation of promising candidates, is something I’ve successfully adopted.
Perhaps the most counterintuitive yet impactful lesson has been the importance of openly and enthusiastically pursuing desired candidates: If you spot an A player, do everything you can to persuade them to join, and don’t be shy about showing them that you want them. This approach challenged my preconceptions, especially within the context of Tel Aviv’s often ego-driven culture. Implementing this strategy required a mindset shift, but the results have been remarkable.
Adopting these principles has brought significant value to our organization, but more than that, it has helped me personally evolve as a manager. “Who” has proven to be an essential resource, providing a framework not just for filling positions, but for building a foundation of excellence through strategic talent acquisition. This book has transformed my approach to hiring, equipping me with practical tools and insights that have elevated our entire recruitment process and, by extension, the quality of our team.
While the book is comprehensive and valuable, it’s important to acknowledge that some aspects may not align perfectly with the cultural norms of the tech industry in Tel Aviv. The book’s recommendations, primarily tailored to the American business environment, require thoughtful adaptation to fit the Israeli context.
One notable example is the method of collecting references. The book suggests gathering names from a candidate’s past during the interview process and later cold-calling these individuals for references. This approach, while potentially effective, may not be culturally appropriate in Israel. Here, it’s more customary for the interviewee to provide specific references, and cold-calling someone the candidate casually mentioned during an interview could be seen as intrusive or unprofessional. However, given the close-knit nature of the Tel Aviv tech industry, we can often leverage our extended professional networks to gather insights about candidates in a more culturally acceptable manner, maintaining the spirit of thorough vetting without crossing local social boundaries.
Another instance where cultural differences become apparent is in the ‘Sell’ step. The authors describe lavish gift-giving to candidates, a practice that doesn’t align with Israeli business norms. In Israel’s tech industry, expensive gifts to candidates are not customary and could potentially be viewed as improper. While lavish gifts might be off the table, the underlying principle of making candidates feel valued and wanted can be applied through other means more suitable to the Israeli tech culture, such as personalized follow-ups or thoughtful gestures that align with local norms.
While some specific recommendations may require adjustment, the book’s overarching framework for strategic hiring remains relevant and adaptable to the Tel Aviv tech scene. The critical thinking and systematic approach it promotes can still significantly enhance recruitment processes when applied with cultural sensitivity and understanding of the local market.
Who should read this book:
This book is essential for anyone involved in hiring within a business context, from team leaders to board members seeking a new CEO. It offers valuable strategies for improving the recruitment process at all organizational levels. Managers, HR professionals, executives, and entrepreneurs will find the systematic approach to identifying and securing top talent particularly useful.
