Synopses & Reviews
Great companies are made, not born. The secret is hiring the right people the "A" players. This is, of course, easier said than done. Statistically, half of all employment situations result in a mishire; the wrong person for the wrong job. And with the cost of a mishire at twenty-four-times salary, the financial drain can be staggering. Compare that with Bradford Smart's 90 percent success rate and understand why topgraded organizations such as General Electric and Allied Signal consistently beat the competition. Dr. Smart introduces readers to the topgrading concept how and why it works. The author sets forth principles which hold true for Fortune 500 companies as well as small emerging companies. Topgrading is a silver bullet the corporate initiative that empowers all other corporate initiatives. The author spells out his practical hands-on approach and provides intriguing case studies culled from his file of more than 4,000 in-depth interviews. This book is not without controversy, however, as Dr. Smart discusses how those who don't pull their own weight, the chronic "C" players, must step aside, be redeployed, or terminated. Topgrading's expert coaching techniques are also revealed and readers learn how managers who topgrade become leaders, achieving success and excellence not only for their companies, but also for themselves.
Great companies don't just depend on strategiesthey depend on people. The more great people on your team, the more successful your organization will be. But that's easier said than done. Statistically, half of all employment decisions result in a mishire: The wrong person winds up in the wrong job. But companies that have followed Bradford Smart's advice in Topgrading
have boosted their successful hiring rate to 90 percent or better, giving them an unbeatable competitive advantage.
Now Smart has fully revised his 1999 management classic to reintroduce the topgrading concept, which works for companies large and small in any industry. The author spells out his practical approach to finding and managing A-level talentas well as coaching B players to turn them into A players. He provides intriguing case studies drawn from more than four thousand in-depth interviews.
As Smart writes in his introduction, "All organizations, all businesses live or die mostly on their talent, and any manager who fails to topgrade is nuts, or a C player. . . . Those who, way deep down, would sooner see an organization die than nudge an incompetent person out of a job should not read this book... Topgrading is for A players and all those aspiring to be A players."
About the Author
Bradford D. Smart, Ph.D., is the president of Smart and Associates, Inc., based in the Chicago area. A well-known industrial psychologist and consultant with nearly thirty-five years in practice, he has worked with dozens of major companies, including General Electric, Bank of America, and John Deere.