
Who: The A Method for Hiring

While typical job descriptions break down because they focus on activities, or a list of things a person will be doing (calling on customers, selling), scorecards succeed because they focus on outcomes, or what a person must get done (grow revenue from $25 million to $50 million by the end of year three). Do you see the distinction?
Randy Street • Who: The A Method for Hiring
That is a difficult thing to assess, but it really matters. I want people who are committed.
Randy Street • Who: The A Method for Hiring
The scorecard is composed of three parts: the job’s mission, outcomes, and competencies. Together, these three pieces describe A performance in the role—what a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy.
Randy Street • Who: The A Method for Hiring
We define an A Player this way: a candidate who has at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.
Randy Street • Who: The A Method for Hiring
We define an A Player this way: a candidate who has at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.
Randy Street • Who: The A Method for Hiring
The scorecard is composed of three parts: the job’s mission, outcomes, and competencies. Together, these three pieces describe A performance in the role—what a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy.
Randy Street • Who: The A Method for Hiring
The final step in the sourcing process, the one that matters more than anything else you can do, is scheduling thirty minutes on your calendar every week to identify and nurture A Players.
Randy Street • Who: The A Method for Hiring
While typical job descriptions break down because they focus on activities, or a list of things a person will be doing (calling on customers, selling), scorecards succeed because they focus on outcomes, or what a person must get done (grow revenue from $25 million to $50 million by the end of year three).
Randy Street • Who: The A Method for Hiring
Outcomes, the second part of a scorecard, describe what a person needs to accomplish in a role. Most of the jobs for which we hire have three to eight outcomes, ranked by order of importance.