Topgrading (Revised PHP Edition): How Leading Companies Win by Hiring, Coaching and Keeping the Best People

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1591840813 Amazon Review\nThe key to building a superior company, an increasing number of observers now agree, is the ongoing ability to recruit and retain superior personnel. In ... Topgrading, industrial psychologist and global consultant Bradford Smart expands upon this idea by examining in great detail exactly how today's premier organizations have assembled such top-level employees, and then showing precisely how others can do it, too. Simply put, topgrading is the practice of packing the team with A players and clearing out the C players, Smart writes. 'A players' is defined as the top 10 percent of talent available at all salary levels--best of class. With this radical definition, you are not a topgrader until your team consists of all A players. Period. Essentially a best-practices manual for developing this outstanding personnel pool, the book is based on more than 4,000 interviews and case studies conducted by Smart at major corporations like General Electric as well as fast-growing high-tech companies and sma ... Read more Show Less

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More About This Book

Overview

Great companies don't just depend on strategies—they 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 talent—as 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.”

Editorial Reviews

Soundview Executive Book Summaries
"Topgrading" is defined as achieving teams of almost all A players: those in the top 10 percent of talent available for the pay. In 1999, Brad Smart published the first edition of Topgrading to offer organizations the best techniques for hiring 90 percent A players, promoting 90 percent A players and having 90 percent A players in management. Now, Smart has updated his original book to include more success stories of companies that have been able to produce talented teams using his topgrading techniques. In this new edition of Topgrading, Smart explains how every organization can benefit. Copyright © 2005 Soundview Executive Book Summaries

Product Details

  • ISBN-13: 9781591840817
  • Publisher: Penguin Group (USA) Incorporated
  • Publication date: 4/7/2005
  • Edition description: REV
  • Pages: 592
  • Sales rank: 102,131
  • Product dimensions: 6.38 (w) x 9.31 (h) x 1.82 (d)

Meet the Author

Bradford D. Smart, Ph.D., is the president of Smart & 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.

Table of Contents

Preface : what's new in topgrading
Introduction : talent wins
1 Topgrading : every manager's top priority 3
2 The financial and career costs of not topgrading 36
3 Hiring and promoting talent : the topgrading platinum standard 56
4 Redeploying chronic B and C players : a moral approach 105
5 Topgrading case studies : A players, no excuses 125
6 Obstacles to topgrading, and how A players overcome them : a review of major topgrading principles in part one 170
7 Becoming an A player : having your cake and eating it too 189
8 Fixing weaknesses in each of fifty competencies : the straightest path to success 217
9 Coaching 101 : the topgrading-based model 246
10 Case studies : coaching to fix weaknesses 272
11 Your most powerful tool : the topgrading interview guide 309
12 Avoiding legal problems : a "bulletproof" approach to safe hiring, managing, and firing practices 354
Epilogue : topgrading in the future 421
App. A Topgrading interview guide 431
App. B Self-administered topgrading interviewing guide 486
App. C Career history form 502
App. D In-depth reference check guide 511
App. E Candidate assessment scorecard 518
App. F Interviewer feedback form 522
App. G Sample competencies - management 527
App. H Sample individual development plan 536
App. I Cost of mis-hires form 540
App. J Topgraders - contact information for consulting and licensing forms 544
Customer Reviews
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  • Anonymous

    Posted July 4, 2009

    Say that again...and again...and again

    I was tempted to give this book three stars but opted for four because there is worthwhile content amongst the 592 pages. The reality is that if the author had not been so redundantly reduntant this book could easily have shed 100 to 200 pages without losing any of its substance. I love examples but the overkill of them in this book only points to an author with an overkill of ego. Dr. Smart, with such a last name please be so with any future revisions of your book and eliminate the waste. Your readers will love you for time and trees saved.




    we could have saved a bunch of trees,

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  • Anonymous

    Posted September 24, 2002

    A players move around in the workforce

    This is a very good book from the technical aspects of hiring A players and getting rid of non performers in the work place (B & C players). However there is an assumption that once a team is in place with all A players everything is wonderful forever. I observe A players moving from position to position more than others as part of the A player mentality. This is great for the A player, however puts constant pressure on a firm to scope out new A players on a continual basis. How to maintain the A player as a happy employee would be helpful information. The focus is on how the individual can become an A player which is great. However an A player has needs the corporate structure must cater or the A player moves on....

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