Nicole Rufuku

The digital economy demands that high­ performing and highly adaptive teams work creatively and collaboratively to identify and seize new opportunities quickly. Although most managers understand this, they still end up hiring 40% low ­performers. That’s problematic for large legacy businesses, where each team member has limited impact, but catastrophic for small innovation teams, where the weakest link can cause exponentially more damage. Managers who are serious about innovation have to abandon old and broken hiring practices in order to identify and hire the right people to build the future. 

This book will help team leaders understand why they often fail to hire dynamic and agile team members who can challenge the status quo and scale with a fast-paced and high-growth business, while enriching the team’s culture and perspective. 

It will walk managers through three steps for improving their hiring process: ­ 
--Defining success factors they are looking for in a new ­hire 
­--Designing interview questions ­ 
--Evaluating candidates fairly, based on well-defined success factors

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