Finding, Hiring and Keeping Peak Performers

Citation

Currant, B. (2002), "Finding, Hiring and Keeping Peak Performers", Industrial and Commercial Training, Vol. 34 No. 5, pp. 199-200. https://doi.org/10.1108/ict.2002.34.5.199.3

This book is aimed at “every manager”, and as such it covers a vast array of information. For competent and well‐trained managers, this volume might come across as a little condescending, but I urge you not to dismiss it, as there is still plenty of valuable advice contained within. For those who have not done much recruitment before it is an effective publication which deals with the subject matter in an interesting and interactive manner.

The book is broken down into three parts: finding your peak performer, hiring them and keeping them. Each section deals comprehensively with a range of associated issues, e.g.:

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  hiring traps in today’s workplace;

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  interview preparation and skills;

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  making offers;

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  using incentives and hiring from positions of weakness;

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  creating a culture of retention; and

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  managerial strategies.

The style of the book is very “hands‐on”, with lots of practical tips and advice thrown in. A number of case studies are used to illustrate the guidance provided. These serve to allow the reader to understand just how and why a particular strategy will be effective. Each section deals in detail with the subject matter, and there are excellent examples of good practice that the reader can adapt.

The author makes effective use of a range of models that also serve to make the text more meaningful. In particular, a number of lists are used that highlight key stages in different processes. These are easy to follow and applied to everyday work situations. Self analysis exercises are also included that allow the reader to take stock of where they are currently and to identify future development needs. In addition to the models and case studies, a number of eminent senior managers share their ideas and views on the recruitment process. These real world examples bring the “theory” to life, and provide graphic illustration of the benefits of getting it right, and the consequences of getting it wrong.

This is a practical book that takes the reader step‐by‐step through the processes required to make effective recruitment decisions. Whilst it represents a useful brush‐up for the more experienced recruiter/manager, this book will be most valuable to those who:

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  are new to a recruitment role;

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  feel their skills need updating or further development;

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  struggle to make effective decisions; or

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  have made bad recruitment decisions in the past and want to avoid this in the future.

The text is very US focused and deals specifically with US legislation in a number of areas. Therefore for the non‐US reader, caution should be exercised with some of the advice. However, the information is still relevant in terms of flagging up issues of gender, disability and race discrimination. As you might expect, the text itself is very US based and this did annoy me to begin with. However, as I became more engrossed in what the author was saying, this became less of an issue.

In summary, the book provides some interesting perspectives and useful tips and represents good value for money.