Hire the American Dream: How to Build Your Minimum Wage Workforce Into A High-Performance, Customer-Focused Team Review

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Hire the American Dream: How to Build Your Minimum Wage Workforce Into A High-Performance, Customer-Focused Team ReviewMy sincere appreciation goes to Dave Melton for reminding me of so many of the basic principals which I first learned from and later passed on to the multitude of Dominoids that I was associated with in my 15 years with Domino's Pizza.
This book is an excellent resource to any business owner on what it takes to hire, motivate, educate, inspire, evaluate, recognize, reward, and ultimately build a successful team. Especially when the majority of that team comes from those willing to start at minimum wage.
As an extremely successful Domino's franchisee, Dave shares with you an inside look at a culture, a mindset, and a system of values that exists within many of the top owners of Domino's Pizza stores.
He takes credit for his incredible success, at the same time Dave shares how much he gained from other successful franchisees. He shows how sharing and learning best practices from others who are/were also the best operators of Domino's stores increased his success, but only because he also shares with and learns from his Managers and staff as well.
Throughout the book, you can tell that he truly loves the business he is in and is therefore a testament to the saying "Do what you love and the money will follow."
Definitely highly recommended for small business owners and managers dependent on hiring minimum wage employees. Also recommended for aspiring entrepreneurs before you hire your first employee. Contains a lot of great ideas to help you get it right the first time.Hire the American Dream: How to Build Your Minimum Wage Workforce Into A High-Performance, Customer-Focused Team Overview

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Hire and Keep the Best People: 21 Practical & Proven Techniques You Can Use Immediately Review

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Hire and Keep the Best People: 21 Practical & Proven Techniques You Can Use Immediately ReviewInteresting reading. I like the end of chapter steps to carry out. It kept me on track. This book really helped with a new hire we were making.Hire and Keep the Best People: 21 Practical & Proven Techniques You Can Use Immediately Overview

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Creative Onboarding Programs: Tools for Energizing Your Orientation Program Review

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Creative Onboarding Programs: Tools for Energizing Your Orientation Program ReviewI was a bit disappointed in the new edition of this book. I loved the first edition released about 10 years ago, but this version doesn't seem to include much new material.Creative Onboarding Programs: Tools for Energizing Your Orientation Program Overview

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Great People Decisions: Why They Matter So Much, Why They are So Hard, and How You Can Master Them Review

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Great People Decisions: Why They Matter So Much, Why They are So Hard, and How You Can Master Them ReviewThere were a number of things that impressed me about this book. Starting with the author: He is one of the top executives at one of the best worldwide executive search firms, an in demand lecturer, and an accomplished writer with famous articles in Harvard Business Review and MIT Sloan Management Review (directly on the subject of people decisions). So he has an impressive resume, but the book makes clear that he has spent the last 20 years dedicated to becoming a world-class expert in this area. The book is backed up with many references and summaries to the best academic and industry studies, this is not just one man's war stories (although there are interesting stories to back up points) but it is instead a carefully thought out and researched framework utilizing his own extensive expertise but also that of other experts in the field. He is successful at taking a very fuzzy subject and organizing it, simplifying it, making it understandable and actionable, and even providing key "watch outs" based on his experience.
It is interesting reading with a number of interesting points made along the way. Some of my favorites include a description of how dramatic an impact a good vs. bad CEO can make on a company's performance, and as a side note he remarks that this may justify relatively high CEO pay (although he is careful to point out that it does not justify some of the outlandish packages that have been in the press in recent years). My other personal favorite was a comparison of the disciplines of personnel decisions and advertising, the later of which decades ago was also thought of as purely an "art" but over time has become more and more based on "science", and his prediction that personnel decisions will also bend to science over time. Certainly this book helps push that process along significantly.
It's hard to find any significant faults with the book. It is mostly illustrated with examples from upper management and the discussion is also focused on upper management but the author acknowledges this focus and suggests that many of the same principles apply to lower level management. The author lets slip that English is not his first language, but there is no way to tell that from his writing, which is fluent, clear, and very well organized.
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Recruiting, Interviewing, Selecting & Orienting New Employees (Recruiting, Interviewing, Selecting and Orienting New Employees) Review

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Recruiting, Interviewing, Selecting & Orienting New Employees (Recruiting, Interviewing, Selecting and Orienting New Employees) ReviewThis book addresses what is arguably the most critical area in running any organization today. Without the right people on the team, employers will confront one costly problem after another. Bringing the best people on board the right way can make a tremendous difference in an organization's success. The answers await you in these pages.
As a reader of this review, you should know that I am a Certified Management Consultant who specializes in workforce and workplace issues. I am very much involved in the subjects addressed in this book and stay current in the field. I do not know the author.
I was impressed with the comprehensiveness and timeliness of this book's content. Looking with a critical eye, I found very little to change or add. The vital topics are well-covered, and the few things I may have added are not essential to the human resources practices involved in bringing the right people into organizations the right way.
Readers can gain a considerable amount of valuable knowledge reading this book from cover to cover. In fact, I would encourage business students at the graduate or undergraduate level to read this volume and become comfortable with the abundance of knowledge and wisdom offered in these pages. That said, this book will stand as an easy-to-use reference resource for human resource professionals and senior line managers and executives
The book is well-written, using language that makes it easy to read and easy to use. The 15 high-content chapters are supplemented by eight appendices providing forms for use in the recruiting-hiring process. The text includes guidelines, questions and scripts for interviews, checklists, and focused explanations. Summaries at the end of each chapter are followed by end-notes that will enable the reader to dig even deeper into a specific subject in the rare event that the chapter presentation hasn't covered it enough.
As you might expect, the Fourth (2006) Edition is current down to Sarbanes-Oxley and the latest in on-line recruiting. I'm often skeptical of books that carry the higher prices-this one is $49.95, but in this case I have no problem validating the cost-benefit of investing that kind of money...and probably a lot more.
A word to seasoned human resource professionals who think they have most-if not all-of the answers because they've been working in the field since it was called "Personnel:" You need this book. It's current, it's deep, and it's comprehensive. If you have not seen the previous editions, you will be blown away by the power of this book. Your incredibly busy schedule not withstanding, you'll find yourself investing time reading what Diane Arthur has to share about what's happening right now in your field.
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Onboarding: How to Get Your New Employees Up to Speed in Half the Time Review

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Onboarding: How to Get Your New Employees Up to Speed in Half the Time ReviewHow many times have we dropped the ball in onboarding new employees? Too many times to count.
This step-by-step guide will ensure that it never happens again. The book is a must read for every HR professional, no matter where you work.
I recommend it to all my colleagues.Onboarding: How to Get Your New Employees Up to Speed in Half the Time Overview

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How to Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department Review

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How to Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department ReviewI haven't purchased the book and it may well be worth five stars from everyone. This review is intended as a sanity check for other people who buy lots of books on Amazon.com and who count on natural reviews to help guide their purchases.
I took a look at this book based in part on the remarkable rating. However, all current ratings (as of July 21, 2010) are five stars, mostly by Real Name(tm) reviewers who've never reviewed another book, mostly from around the day the book was first released (fast readers or advance copies?).
While the current thirteen rave reviews may indeed be legitimate, representative, and spontaneous, my spidey sense tingled as I went through them. I certainly don't doubt they're real people given that at least a couple of them (e.g. Jennifer Pausch and Rich Ledbetter) both appear to be existing customers of the author who've also provided nice testimonials for his website.
I theorize this is a deliberate (and a little too obvious) marketing campaign rather than spontaneous reviews like we rely on for most other books (or maybe other authors' publicists are just more subtle). If the former, to me that feels misleading and in bad faith towards those who look for a pattern in natural reviews to help make a buying decision.
Maybe Amazon also needs a "Disclosure: I know the author on a first name basis(tm)" demarcation? Or perhaps this is indeed a really awesome book with an unfortunate and irrelevant confluence of indicators in the reviews. I'm keen to see additional spontaneous and bona fide reviews from people who don't know the author and have read this book.
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Hire With Your Head: Using Performance-Based Hiring to Build Great Teams Review

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Hire With Your Head: Using Performance-Based Hiring to Build Great Teams ReviewLou Adler distinguishes himself by being a feet-on-the-ground style of HR writer - acknowledging that the business of hiring the right people, and helping them grow successfully into their new role is far from perfect. He's critical of people who make hiring decisions based on gut decisions - the sense of a right fit - and, rather, focuses on a much more (dare I say) scientific approach to the process.
But "Hire With Your Head" isn't lofty theory - this is a pragmatic, systematic focus on the things that matter when making a hire. It develops the commonsense that he set out five years ago in the previous edition of this work. (Hire With Your Head: Using POWER Hiring to Build Great Teams, 2nd Edition.)
What Adler does is suffuse his writing with an added of measure of realism that I seldom see in employment books (other than the still excellent What Color Is Your Parachute? 2007: A Practical Manual for Job-Hunters and Career-Changers (What Color Is Your Parachute).) Indeed what Bolles did when he first wrote Parachute was get inside the head of the employer and show job-hunters that they simply need to market themselves. Adler takes the same view, fundamentally, and by getting inside the mind both of the hirer and prospect he shows how the dialogue can be much less hit or miss than it often proves.
I'd strongly recommend this for anyone making hiring decisions. It will give you focus and a greater consciousness of what the process is really about. Not many people love either hunting for a job, or interviewing and screening prospects. This book breaks through all that and turns the process (and the critical post-appointment process) into a really constructive and positive journey.Hire With Your Head: Using Performance-Based Hiring to Build Great Teams Overview

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Match: A Systematic, Sane Process for Hiring the Right Person Every Time Review

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Match: A Systematic, Sane Process for Hiring the Right Person Every Time ReviewThis book has loads of information and it is an easy and fast read. The "sticky" notes in the book are very helpful. If you want to decrease your turn over and make the right hire every time then this is a great choice. It is practical advice from someone that has been on the front lines for years. All hiring managers will be able to take something from this book.Match: A Systematic, Sane Process for Hiring the Right Person Every Time Overview

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Who: The A Method for Hiring Review

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Who: The A Method for Hiring ReviewI just finished reading a pre-release copy of the book Who by Geoff Smart and Randy Street. Wow, it's good. Really good.
Geoff and his father Brad Smart are well known as the team that popularized Topgrading, a thorough interview process that takes the success rate for new hires from the average of about 50% to just over 90%. I don't know of a business owner alive who wouldn't love to increase the effectiveness of the interview and hire more effectively.
Smart and Street are experts in their field - they are paid huge sums of money to do this for some of the biggest and best companies in the world. Their research estimates that the average hiring mistake costs employers 15 times the salary of the incorrect hire. The number sounds absurdly high, but when you include salary, lost productivity and opportunity costs, it's plausible. Frightening.
Who is a fast and simple read, but is heavy on content. It begins with a discussion of what they call voodoo hiring, or the process most business owners use during the interview process, and it was painful for me. I'm guilty of voodoo hiring and I'm guessing most of you are, too. Much of my process is guessing and gut feel, and is done over too short of a period of time. It's not hard to see the need for a change.
Next comes a simple explanation of why hiring "A" players is so important. They define an "A" player as the right superstar for the job, a talented person who fits in well with your company culture. B and C hires cost you money; A's make you rich.
The meat of the book is about the four keys to what they call the A Method : Scorecard, Source, Select and Sell. I can't do justice to the brilliance of the system in this short review, but here are the basics. The scorecard is your blueprint for the job - not a description, but the criteria you will be using to judge the person who is ultimately hired. Source is how you find your candidates, primarily referrals and recruiting. Select goes over the four interviews that need to be conducted - screening, Topgrading, focused and reference. Sell is important and often overlooked, selling your top candidate on taking the job. With great people in demand, you need to fight for your best people.
Many of us have read Topgrading - it's a long read but describes the theory well. Even so, countless managers still have trouble implementing the system. Who bridges that gap and helps us see the whole process - then implement it well. This book just became required reading at Greenleaf Book Group, and the process is our new hiring process. I highly recommend it to anyone who wants to improve hiring practices and remove a huge piece of the risk.
Clint Greenleaf
CEO, Greenleaf Book GroupWho: The A Method for Hiring Overview

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Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People, Revised and Updated Edition Review

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Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People, Revised and Updated Edition Review"Topgrading" does have some insights, that are of some value, but keep in mind that this book is also a marketing tool for the author's services. The ideas here are not necessarily new; they're certainly not earth-shattering. The 'tool' for interviewing is most unlikely to be used by people in the real world, in HR or in the position of making a hiring decision. It is unweildy, excessivly long, and absolutely dependent on the ability of the interviewer to accurately evaluate the responses of the candidates. It is absurd to presume or assume that everyone -maybe even anyone- who reads this book will come away with that talent. I certainly would not want to make my company's growth and/or survival dependent on someone's consistent ability to accurately evaluate qualifications -and "quality"- over the course of using this 2-1/2 hour-long interview tool.
I also question whether or not the best candidates wouldn't get up and leave in disgust, or run as fast as they can from a company that would use this kind of interviewing tool.
The tone of the interviewing methodology seems, to me, to be adversarial and condescending, which will not generate the most accurate eveidence of talent of fit with a given organization. This is tedious, and excessive. It would not take a genius to BS his or her way into giving impressive answers. I question whether or not candidates, the best candidates especially, would not be offended at being asked these questions. I can imagine that candidates who are desperate would be happy to sit through this 'therapy session', but real professionals would more likely determine that a company using this method would not be a good fit. If you believe in making your candidates run a gauntlet of pain and fire, then be honest: set that up. The tool that is touted in "Topgrading" is at least equally as difficult for the interviewer as for the interviewee, especially given that the interviewer is expected to conduct multiple such interviews, while a candidate will endure only one interview. Can you really rely on the accuracy of the last interview of the day as compared to the first or second?
Despite claims for gaining special insight through use of this process, there is nothing special or unique here, other than the mass of what amounts to typical HR questions piled into one interview. The real 'secret' and value is in the ability, again, of the interviewer to assign purely subjective qualitative judgements to the answers. That's scary. It's not any more reliable, nor any more safe than any other systematic hiring approach that takes a little care and a little common sense.
I think most people who find themselves initially impressed are those who have not put much thought into hiring (the interview process) before now, and there is, therefore, a level of excitement at "discovering" a systematic approach. Anyone looking for a magic bullet for interviewing and hiring will think this is it for awhile, but they probably would have thought the same thing if they'd picked up 'that other book' instead.
The general ideas can best be adapted to specific needs, and can best be reduced in size. Add this to your library (or don't), and find the seeds of value in the book (or just bypass it altogether), but don't believe that this is the one true way. It isn't.Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People, Revised and Updated Edition Overview

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The Evaluation Interview : How to Probe Deeply, Get Candid Answers, and Predict the Performance of Job Candidates Review

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The Evaluation Interview : How to Probe Deeply, Get Candid Answers, and Predict the Performance of Job Candidates ReviewThis is an updated version of an old book about interviewing techniques. It is reasonably up-to-date, but it takes a rather quaint view of the hiring process. It assumes that a typical company has a large and politically powerful human-resources department which has been given vast amounts of time, staff, and resources to engage in a fastidiously objective hiring process. It also assumes that a company's management actually knows what the firm's future personnel needs are. Most unrealistically of all, it assumes that HR and line managers actually communicate with one another. Even in 1968 when Chiron & Fears wrote the first edition of this book, this was a pollyannaish viewpoint. In 2003, their assumptions add up to a ludicrous fantasy.
The heart of the book is a detailed explanation of a methodology for conducting structured hiring interviews. It also covers yearly perfomance reviews and related topics. The authors frankly describe how to create an illusory rapport with the interviewee while homing in on the character flaws which might make him or her unfit to hold the job he or she is interviewing for. The flaws the authors think you should be particularly worried about are laziness and stupidity.
It is a useful book for anyone who has to do hiring interviews, even when the company is trying to cut corners in the hiring process. It is even more useful for the interviewee, because after the reading the book, you have a better idea what the person on the other side of the desk is looking for. (By the way, the authors tell interviewers to AVOID sitting on the far side of a desk.)
It is worth buying the book just for the discussion of the dreaded "strengths and weaknesses" question. You should admit to a weakness while proving you don't really have that weakness. A good weakness to admit to seems to be "I don't work hard enough"--- assuming you can convince the interviewer that you are in fact a workaholic.
I have taken a sarcastic view of this book's content, but it is well worth reading and contains many excellent suggestions. Although I personally don't agree with many aspects of Chiron and Fears' methodology, I do think the business world would be a more humane place if more companies used a similar methodology (or just about ANY methodology) to evaluate job applicants.
I gave the book a 5th star for actually being readable and entertaining (unlike most management books.)The Evaluation Interview : How to Probe Deeply, Get Candid Answers, and Predict the Performance of Job Candidates Overview

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