Topgrading [Hardcover]

 

 

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We've been using Topgrading for about 18 months now. While there are some useful ideas in the book, it's claims of its ability to provide you with a fool-proof way to identify "A players" is greatly inflated. The methodology has made a nightmare out of our hiring process. And, because managerial effectiveness is measured by how well they "Topgrade," managers are reluctant to admit that a new hire was a mistake. Instead they tend to keep an employee that they would otherwise terminate before the end of the evaluation period. Topgrading is based on what appears to be a one size fits all premise. I believe that it is quite useful for hiring sales staff and for other positions requiring extraverted personalities, but is inadequate for techological postions. While the CIDS interview does provide you with a wealth of information, one must ask oneself if there is any pertinence in what a 40 year old, highly experienced and accomplished professional did in high school or college. Indeed, even early work experience has little relevancy for such a candidate. Yet Topgrading insists that it does. We have put several candidates through the long and arduous interviews, only to find that in the end, our compensation offer is not acceptable. So hours and a lot of expensive managerial efforts were wasted. We have also been told by candidates who were rated A players that they had no interest in working for a company that is so "over-the-top" on its hiring practices. I can understand this, since I would be very wary of any company that Topgrades were I subjected to it as a candidate. I would fear that the company is strident and inflexible in all its practices to the point of being toxic. I do not see that Topgrading has really allowed us to select the best employees. While it certainly has help some managers hone their interviewing skills, it has not provided us with a sure-fire method for selection only the best people. Our best, brightest and most tenured empolyees were hired before we started Topgrading and we have not seen the promised decline in employee turn-over. What is most troubling about Topgrading is the near religious zeal that its proponents have. To them, either you embrace Topgrading with the same level of unquestioning commitment they possess, or you aren't an A player and can be targeted for elimination. Finally a misapplication of the methodology raises serious potential legal issues. Topgrading may provide a manager with some better tools for the selection of good employees, but it is not the magic bullet it is touted to be. Utlimately, a manager should incorporate processes and methods that are tailored to his operation and are proven to be successful. More often than not, these don't come from some some "expert" publishing how-to books.

Filter what you read, January 7, 2007

I finished re-reading a book this morning called "Topgrading - how Leading Companies Win by hiring, Coaching and keeping the Best People" by Bradford Smart. The thesis of the book is great companies always look to upgrade their people and that a top 10%er can way out perform someone less.

One challenge I have with the book is it is never black and white. Most people have some good and some challenge areas. I also suggest that we can never truly grade people due to the complexity. This is the problem with most incentive systems. By nature they are short term and therefore wrong. The only true performance should be measured over a decade or decades. A quarter or a month is a ridiculously short time to try to measure performance on.

I also think it is crazy to think companies can figure out in advance who will truly be their top performers. I do agree that past performace can be an indicator but companies vary tremendously so it has to be a mix of the person with the company and environment.

One area that I need to up my game in is coaching. I can likely get good returns by investing more here. At the same time as I write this, I have concerns that coaching can be arrogant. I have seen many leaders not add value by meddling in other peoples' areas. Just because someone is a leader does not mean they know how someone else should do their job.

My belief is the success of people is largely determined by the company. Great companies set themselves up to maximize talent and build themselves to take advantage of each individuals' unique gifts.

And of course while reading it, I cannot help but think how I can make myself into one of the top 10 percenters. I have now added this to my goal list and will be charting a plan.

Overall it is a good thought provoking book even though I disagree with some of the theories he expounds.

... with the neither malice nor pity. That's the gist of this excellent book, and it's not offensive to the concept of human dignity. To the contrary, Dr. Smart notes that "A players" can (and should) exist at every level. Every CEO, every acountant, every sales rep, and every Wal-Mart greeter should be best in class -- and they should be required to stay competitive in their skills. That's not ruthless. That's natural. But this book goes one step farther, making the compelling case that -- left to their own devices -- the "C players" in any organization will destroy value over time, whether they intend to or not. Accordingly, Topgrading is essential.

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3.0 out of 5 stars Very interested, until...
After reading the reviews of this book, I wanted it...but there's one hesitation.

One company the marketers of the book hold up as an example of why the author's work is... Read more

Published on Mar 13 2004

5.0 out of 5 stars The Best Book on this Topic in 21 Years
I have been a professional recruiter for over 21 years. Topgrading is the best book that I have read on the topic of selecting impact performers. Read more

Published on Oct 21 2003 by Bill Humbert

5.0 out of 5 stars Billy Strayhorn was right: "Take the A Train"
Smart formulated what he calls the Chronological In-Depth Structured (CIDS) interview approach. After studying 4,000 managers in relation to (on average) ten different jobs per... Read more

Published on Jun 4 2003 by Robert Morris

5.0 out of 5 stars The #1 source for world-class hiring and coaching processes
As an HR consultant and executive coach, Topgrading is my bible. It's taught me skills that have really worked to help clients hire nothing but A players and coach their B... Read more

Published on Jan 16 2003 by Consultant and Coach

5.0 out of 5 stars The #1 source for world-class hiring and coaching processes
As an HR consultant and executive coach, Topgrading is my bible. It's taught me skills that have really worked to help clients hire nothing but A players and to coach their Bs to... Read more

Published on Jan 15 2003 by Consultant and Coach

2.0 out of 5 stars Ruthless and scary
Great for tips and forms that help you interview more effectively, if you can find candidates who don't mind spending a few hours in a single interview. Read more

Published on July 19 2002

4.0 out of 5 stars Interesting approach
Smart comes off like a pretty hard nosed SOB in the first half of this book. He doesn't seem to talk much about how to correct problems other than firing people. Read more

Published on May 23 2002

5.0 out of 5 stars Topgrading Works!
Dr. Smart has provided the definitive guide on how to acquire and retain elite talent. His approach is not only logical and well researched, but also highly practical. Dr. Read more

Published on Mar 4 2002 by Roman

5.0 out of 5 stars Topgrading is a terrific mechanism
While focussing attention on our people is not a new concept for us, Dr. Smart's Topgrading principles have provided a terrific mechanism to deliberately develop our... Read more

Published on Mar 4 2002 by M. Cass Wheeler

5.0 out of 5 stars Its Elegance is in its Simplicity
I don't think Dr. Smart has written a book whose attraction lies in it being so cutting edge, ahead of the curve, prototypical, etc. Read more

Published on Feb 25 2002 by Jay Avelino

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