Great People Decisions audiobook cover - Why They Matter So Much, Why They Are So Hard and How You Can Master Them

Great People Decisions

Why They Matter So Much, Why They Are So Hard and How You Can Master Them

Claudio Fernandez-Araoz

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Corporate CultureMotivation & Inspiration

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Great People Decisions
Value of People Decisions+
Overcoming Hiring Obstacles+
Timing and Evaluation+
Defining the Candidate+
Sourcing and Benchmarking+
Interviewing and Assessment+
Attracting and Integrating+

Quiz — Test Your Understanding

Question 1 of 9
What is a common misconception about the ability to make great people decisions?
  • A. It is solely dependent on evaluating a candidate's resume.
  • B. It relies mostly on innate 'gut' feelings and intuition that cannot be learned.
  • C. It is a skill that only human resources professionals need to develop.
  • D. It requires an advanced degree in psychology or behavioral science.
Question 2 of 9
According to management expert Peter Drucker, how often do executives get people decisions right?
  • A. 10 percent of the time
  • B. 33 percent of the time
  • C. 50 percent of the time
  • D. 90 percent of the time
Question 3 of 9
Why might a candidate who is perfectly hired for a role suddenly become less than perfect over time?
  • A. The candidate's hard skills naturally degrade over time.
  • B. The company's physical assets become outdated.
  • C. The nature and requirements of the role evolve due to market changes.
  • D. The candidate develops a reliance on herding behavior.
Question 4 of 9
When applied to hiring, what does the psychological bias of 'herding' refer to?
  • A. Hiring multiple candidates at the same time to form a new team.
  • B. Deferring to the majority verdict on a candidate, even if you think it is incorrect.
  • C. Grouping candidates based on their educational background.
  • D. Waiting until the last possible moment to fire a failing employee.
Question 5 of 9
When evaluating candidates for any role, which trait should be universally prioritized over IQ?
  • A. Hard technical skills
  • B. Emotional intelligence (EI)
  • C. Years of direct experience
  • D. Ambition and drive
Question 6 of 9
What should you prioritize when hiring for an executive role compared to a lower management role?
  • A. Experience over potential
  • B. Potential over experience
  • C. Hard skills over emotional intelligence
  • D. Ambition over proven results
Question 7 of 9
In the context of recruiting, what does the technique of 'sourcing' involve?
  • A. Posting job applications on multiple online boards to cast a wide net.
  • B. Asking your professional network and connections to recommend suitable candidates.
  • C. Comparing candidates' resumes against a predetermined ideal profile.
  • D. Hiring an external agency to conduct thorough background checks.
Question 8 of 9
What is the most effective way to assess a candidate's core competencies during an interview?
  • A. Asking hypothetical questions about future scenarios.
  • B. Asking behavioral questions about how they handled past situations.
  • C. Evaluating the loudness and confidence of their speaking voice.
  • D. Administering a standardized, timed intelligence test.
Question 9 of 9
What should a company do immediately after successfully hiring a new candidate?
  • A. Leave them alone to test their independence and problem-solving skills.
  • B. Provide rigorous support and teaching to help them integrate into the company.
  • C. Immediately assign them to manage a failing team to prove their worth.
  • D. Reduce their compensation until they have completed a probationary period.

Great People Decisions — Full Chapter Overview

Great People Decisions Summary & Overview

Great People Decisions (2007) explains the many ways in which personnel choices can make or break an organization. Full of practical, immediately actionable advice, this step-by-step guide to finding and hiring the right candidate for the right job is helpful for businesses of all shapes and sizes.

Who Should Listen to Great People Decisions?

  • Anyone who has ever hired the wrong person for a job
  • Anyone who is in charge of building solid and efficient teams
  • Entrepreneurs, managers and CEOs

About the Author: Claudio Fernandez-Araoz

Claudio Fernández-Aráoz is an author, speaker and internationally recognized expert on talent and leadership. He is also the author of another bestselling book, It’s Not the How or the What but the Who.

 

© Claudio Fernández-Aráoz: Great People Decisions copyright 2007, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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