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Topgrading, 3rd Edition: The Proven Hiring and Promoting Method That Turbocharges Company Performance Hardcover – August 16, 2012
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—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 possible. 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
Top Customer Reviews
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?Read more ›
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.
The simple breakdown of the book is to hire the best people and your business will win.
Use this link to download the ebook from his site free. He offers it for free...
The book may have merit, however, good luck to the reader trying to identify it through the infomercial.
Most Recent Customer Reviews
It changed and importantly improved the way we selected our talents ...Published 2 months ago by MARTIN
Treats people disrespectfully. Have great ideas to check if candidate is lying or not. The approach is good the execution can be improved. Read morePublished 4 months ago by raka rao
You must read this book if you have a team or employ people in any capacity. Don't chicken out on the lessons of this book. Read morePublished 8 months ago by Jeff C. Annis
Thanks brad for the book, I think it will help me a lot in my company.
I would be great if you offer guides in other languaje
a great read for business that want to elevate their game when it comes to employee recruiting, and development.Published 13 months ago by Chuck Yeager
This is a must have for anyone who hires! We all hire based on gut and feeling but forget that some competencies are not TRAINABLE! Read morePublished 14 months ago by Curtis A. Cecil