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1-Page Summary of Who

Overview

Hiring is difficult and costly. It’s important to find the right person for a job, but sometimes people are not willing to work somewhere else without certain conditions or benefits. In those cases, it’s important to compromise so that you don’t lose out on top talent. You should also be sure to do everything possible in order to keep that candidate from leaving your company for another one.

In this article, we’ll examine the hiring process. The author will look at how to prepare for it before you start interviewing candidates, and he’ll provide questions that can be used in interviews.

At the end of this book, you will be well-equipped to find the right people for your business.

The author also talks about the disadvantages of hiring a generalist, as well as why social skills are just as important as professional skills. He provides four interviews that you should do with all potential recruits to make sure they’ll be good employees.

Big Idea #1: Hiring the wrong person for a job can be very costly. Many people are not good at evaluating candidates, and this causes them to make bad hiring decisions.

Hiring is a hassle, but it’s necessary to get the right person on board. If you hire someone who doesn’t work out, you can always replace him/her.

Hiring is not a matter of trial and error. It’s an initiation rite for new employees, which costs companies money if they make mistakes.

Studies have found that hiring the wrong person can cost a company 15 times their salary. This is because some of those mistakes are made by the employee, and other mistakes are made when they’re fired and replaced with someone new.

If you hire a manager who makes $100,000 per month and your decision turns out to be a bad one, it could cost the company up to $1.5 million.

Hiring the wrong person is a huge mistake, but it happens all the time. Peter Drucker said that most managers make at least half their mistakes during hiring decisions.

It makes sense that business leaders would have trouble hiring people. They often rely on their gut and personal experience, rather than skills.

The hiring process can be compared to that of an amateur art critic. They are not familiar with the language used by real art critics and their knowledge is limited to whether they like or dislike a piece of art. This means that talented artists can easily trick them into thinking they’re good when they aren’t. Similarly, people who hire based on instinct may be fooled by charismatic candidates who have little true ability.

In some cases, managers act like prosecutors who try to trick candidates into saying something wrong. This approach only makes the candidate feel defensive and prevents you from finding out whether he has the right skills for the job. Luckily, there is a better way of conducting interviews, and in this article I’ll teach you how it’s done.

Big Idea #2: To hire the right people, you need to know what you’re looking for.

Would you hire someone to work on your house without a license? Probably not, since it’s hard to know whether they are qualified and have the skills necessary for the job. The same goes for hiring new employees. You need to define what qualifications they should have before you make them an offer.

Recruiters often don’t have a clear idea of what they’re looking for. This can cause problems in the hiring process. One author recently worked with a financial services company that needed to hire someone for their VP of strategy and planning position, but the managers couldn’t agree on what was needed. Some wanted someone who could craft a master plan for their budget, while others wanted an individual with new strategies and products in mind. It’s important to know exactly what you want from day one so you can avoid these kinds of conflicts later on.