Delivering the Systems and Expertise You Need to Confidently Make Great Hiring Decisions
Recruiting Season is Heating Up
In case you haven’t noticed, the hiring freeze that seemed to overtake the our nation over the last 14 months is thawing, just in time for Spring.
Here are a few of the articles that I’ve noticed in the past few days that suggest it’s time for you to pay attention and get your act together because it’s going to be time for you to start RECRUITING instead of ABSORBING…soon.
- Upstaged by Younger Rivals, Google aims to Get Hip again [LINK]
- Demand for Programmers has returned and Start-Ups are out of luck [LINK]
- Microsoft is spending 10x that of Apple to Recruit and still struggles [LINK]
- There are more than 1,000 Job Postings with the word “Java” in them on Monster [LINK]
- The same keyword results in >8,000 on CareerBuilder [LINK]
The next BLS survey isn’t due until February 4, 2011 but the statistics will continue to hold true, while there is a nationwide unemployment rate of between 9-10%, the unemployment rate for college graduates is around 5% and about 2% for married college graduates.
It’s time to get your game faces on or you’re going to be forced into hiring people in the very bottom of the barrel.
And if you haven’t checked it out GlassDoor yet, you should. Your current and former employees are talking.
You’ve been warned.
Tags: A-Players, proactive recruiting, recruit don't absorb, Recruiting, talent acquisition, unemployment, unemployment rate
CIDS Interviews: Fair or Not?
In addition to blogging here I also contribute content to Recruiting Blogs. A slightly modified version of my recent post “How to Prepare for a Topgrading Interview” drew quite a few comments but there was one in particular that I felt deserved some additional attention.
Member Mark Bregman shared his thoughts and I think they are valid concerns. I’ll share my answers here but would welcome comments on this blog, over Twitter or on our Facebook page.
I really believe in the principles of Topgrading, and have cited it along with Brad Smart many times in my own writing, but the candidates I’ve seen subjected to CIDS interviews have NOT had wonderful or even fair experiences. I have three issues with CIDS:
1. It doesn’t apply context. The behaviors analyzed in a CIDS interview can be from 20 years ago, and don’t get asked in a way that aligns with the current goals for the position. I advocate performance objective based questions that elicit the specific skills and experience needed today from the candidate, in the context of the specific job, not in a vacuum.
2. CIDS provides too much ammunition by which to DESELECT a candidate. Not every behavior or lack of behavior from someone’s past is relevant to what is needed today.
3. CIDS interviewers are often inexperienced, and don’t know how to really use the tool to best advantage.
Here are my thoughts in response to Mark:
1. The behaviors analyzed in a CIDS interview may be from 20 years ago but it’s the interviewer’s fault if they allow the discussion to drift into conversations that don’t necessarily align with the current position. On top of that, the basic questions that are used in every position are critical information that you’d want to know about someone – regardless of if the experiences are 20 years old. Example: What was the #1 thing you regret about not accomplishing in that role?
2. At HireBetter this is a discussion that we have a lot. Recommending someone for hire takes courage. It’s nearly always easier for a Hiring Manager or outside consultant suggest that inaction is better than action. Roosevelt nailed it in 1910 when he said [paraphrasing] “It is not the critic that counts. The true credit belongs to the man in the arena.” With that said, if a Hiring Manager has done their homework, they’re clear on what they need someone to do and they conduct a proper CIDS interview, they’re going to be more prepared to make a hiring decision than with any other kind of interview that I’ve seen conducted.
3. It doesn’t take much for someone to learn how to conduct a CIDS interview. However, as I shared in my response to #2, from what I’ve witnessed a poorly conducted CIDS interview is still significantly better than an “on the fly” interview that doesn’t have a structure, purpose or plan.
Bottom line: Mark brings up some good questions and CIDS interviews do have some shortcomings but, in my opinion, there’s not much else out there that will give you a better understanding of if the person you’re interviewing is right for the role you’re looking to fill.
Tags: A-Players, Brad Smart, career history, chris mursau, CIDS, hiring manager, Interview, interview training, Topgrading, topgrading interview, topgrading methodology
Please Make Productivity Your Resolution
The EO Network recently launched a blog entitled Overdrive. I follow this in my RSS Feed and today it rewarded me with an article that I’m sure you’ll appreciate heading into a New Year.
This external content was provided by Dr. Todd Harris, a Director of Research at PI Worldwide.
INTERNAL AND EXTERNAL INFLUENCES ON PERFORMANCE
Organizations throughout the world have increasingly adopted team-based work structures. Consider the following points.
- As many as half of the Fortune 500 use teams in some part of their operations.
- Studies of managers show that they spend 30 percent to 80 percent of their time in team meetings.
- An insurance company found that their average executive spent two out of every five working days collaborating with small groups.
- As many as 11 million meetings occur daily in North America.
Most models of the organization of the future are premised on teams surpassing individuals as the primary performance unit in the company. Clearly, changes in the world of work such as advances in information technology, globalization, hyper-competition, knowledge-based work, and worker empowerment will mean the workplace of the future will be much more collaborative than its predecessor.
Unfortunately, many organizations have found that teams are not a universal panacea. In fact, academics and management consultants often cite a “50-percent failure rate” for teams, in that half of work teams fail to achieve their goals. To perform well, a team must surmount three hurdles. It must (1) exert sufficient effort to accomplish the task at an acceptable level of performance, (2) bring adequate knowledge, skill and ability to bear on the task work, and (3) employ task performance strategies that are appropriate to the work and to the setting in which it is being performed. Performance on these three “hurdles” will be influenced by factors that are both “internal” to the team and factors that are “external” to the team.
Internal team factors to consider include:
- Task Structure: Is the team task clear, and consistent with the team’s purpose? Does the team have a meaningful piece of work to do for which members share responsibility and accountability, and that provides opportunities for the team to learn how well it is doing?
- Team Composition: Is the team well staffed? Is it the right size, given the work to be done? Do members have the expertise required to perform the task well? Do they have sufficient interpersonal skill to function collaboratively? Are team members so similar in background and perspectives that there is little for them to learn from one another? Or are they so different that they risk having difficulty communicating and coordinating with one another?
- Core Norms: Expectations of what is “acceptable” team behavior tend either to be “imported” to the team by members or established very early in the team’s lifespan. Articulating these “norms” ahead of time via a “team charter” or “team vision statement” can be very helpful, and should cover areas such as how the team will make decisions, communicate and evaluate itself.
External team factors to consider include:
- Reward System: Does the company’s reward system provide recognition, reinforcement and compensation that are contingent on team performance? Are rewards administered to the team as a whole or to individuals within the team? Does the reward system truly encourage team members to work collaboratively?
- Educational System: Is training or technical assistance available to the team for any aspects of the work for which members do not already have adequate knowledge, skill or experience?
- Information System: Does the team have ready access to the data, tools and other resources that enable superior performance?
- Organizational Culture: Does the company for which the team works have a collaborative culture that genuinely fosters and supports teams? Or is it a culture that still promotes and recognizes individual achievement? Do the company’s top leaders really “buy into” the concept of teams?
Those who create, lead and evaluate work teams in organizations should focus their efforts on these internal and external factors that support effective team performance.
Eatin’ Good in the Neighborhood
Those who have heard me speak publicly or have been clients of HireBetter are very familiar with my insistence that Job Descriptions are largely worthless when written by starting at the beginning. What I encourage people to do instead is to consider the Outcomes first.
The exercise goes a bit like this: at this time next year, what will this person have accomplished that will make you consider them “successful“. To drive the point home further I like to use this example:
You’re going to take this new employee out to dinner at either (a) the nicest restaurant in town or (b) Applebee’s. How will you decide the right destination when looking back on their performance?
The running joke that I’ve always chuckled about in my head is, “Does Applebee’s even exist any more?” As it turns out, it does. I found myself in Wal-Mart earlier this week with my kids redeeming gift cards from Grandma and I snapped this picture while checking out.
Food for thought:
- How would a superstar feel about you giving them an Applebee’s/Outback Gift Card as a Holiday Bonus?
- Would a bureaucrat and time-waster feel the same way or would they be thrilled at the gesture because it meant you knew their name?
P.S. If you’re remotely interested, here’s a link to download Applebee’s Nutritional Information – ouch!
Tags: A-Players, hire better, job description, Scorecard, topgrading methodology
If You Love Them, Let Them Leave
Last week Major League Baseball was rocked by an incredible story that screamed “Blog About Me!”. Cliff Lee, an 8 year veteran pitcher who’s had the chance to play in Cleveland, Philadelphia, Seattle and Texas, was the most sought after free agent of the off-season. The Rangers, who had his services for a mere 15 starts (plus the post-season) were so enamored with him that they attempted to “break the bank” to keep him in Texas. The Yankees, who have more money than any other team and like to throw that money around, offered him the second most lucrative contract for any pitcher in the history of the league (second only to their other starter, C.C. Sabathia). Lots of other teams had visions of sugarplums as well thinking that they had a chance.
In the end, Cliff Lee shocked everyone and returned to Philadelphia. A “dark horse” that didn’t even show up on the radars of any of the sports writers, Lee accepted LESS money ($50mm less to be exact, from the Yankees) to come back and play with the teammates that he really liked.
“You can definitely sense the fact that these guys step up and are up for a challenge and rise to the occasion and come up big when they need to,” Lee said before the 2009 World Series. “It’s not just one or two guys, it’s everybody. It’s a special team. To win the World Series (in 2008) and be back just proves that fact. There’s a lot of confidence here. Everyone expects to be successful.”
His former (and now current) teammate Raul Ibanez did a nice job of reinforcing what Lee was saying:
“We have a bunch of guys who are not concerned with getting attention,” Ibanez said. “They just want to win and they don’t care if they get the credit for it. It’s amazing what you can accomplish when you have that mind-set, and that’s not by accident.
No one doubts that Cliff Lee is a special, special talent. What else can you deduce when a single guy shows up and changes a team’s entire track record? Some examples:
- In 2008 Cliff arrives in Philadelphia and they win their first Championship since 1983. They returned to the World Series in 2009.
- In 2010, after a mid-season trade, he arrives in Arlington and helps the Rangers reach their first World Series in Team History.
WRAP UP:
What can you learn from Cliff Lee, Philadelphia, Baseball and the Yankees? Culture really does make a difference. Below, I’ve included a video (one of many) that were created by people who LOVE this guy and are so excited to have him back in Philly – quite a different story from a place like NYC where the money’s great but the egos are huge, the spotlight is brighter and the pressure is exponentially stronger.
One other thought: Jack Daly shared with me that people who make a Career Change typically regret their decision twice in the first 30 days of being in the new role. If you had someone great who left your organization recently for more money or for more spotlight, you might consider calling them and taking them to lunch just to catch up. You just might be surprised how many times the grass wasn’t greener for them on the other side of the fence and, with just a bit of urging, they’d happily come back.
BONUS QUESTION:
Author’s Note: The song that accompanies this video is explicit – and I’m not going to apologize.
Tags: A-Players, Fame, Fun, hiring, recruit don't absorb, Recruiting, Retention, talent acquisition
How to Prepare for a Topgrading® Interview
I found this interesting: in the past couple of months the top keyword search strings that lead people to this blog were often about preparing for a Topgrading Interview. The irony is that you can’t really “prepare” for a Topgrading interview. Yes, journaling about your career history, reflecting back on the praise you received or the criticism that challenged you, thinking about your Boss and what you liked or disliked about them – these are all good ideas.
According to Brad Smart, the Author of Topgrading, “[The] methods are common sense, very thorough, and they inspire candidates to be totally honest.”
Author’s Note: A couple of months ago I blogged on the dumbest interview questions that people ask and pointed to some of the websites where you can review those questions (and read the canned answers that make candidates sound really sincere).
What’s so different about the Topgrading interview is, from my experience, that it not only inspires candidates to be honest but forces them. My mother taught me that lying is really tough because you have to always remember what all of your previous lies were. As those lies pile up you really end up in a tough place.
That early lesson has proven itself to be very helpful. When I’ve worked with some clients directly and helped them conduct a 4 Hour Interview, I’ve picked up a few things that seem to apply across all industries:
- Executives can easily dupe you in a 30 minute interview
- They can often lie their way through a 1 or 2 hour interview because they’ve likely been on the hot seat before
- In hour 3 it’s fairly easy for the Interviewer to recognize if the Candidate is lying or has a track record of blaming others, not delivering on commitments, etc.
- By hour 4, the Candidate is “naked”. They’re either (a) being honest and feel more trusting of the non-judgemental atmosphere or (b) they’ve lost track of the fabrications they made up 2 hours prior and are wrapped up in a web of lies so large that they’re exhausted from trying to keep up with themselves.
With all this said, the Topgrading Interview is also the fairest and most objective interview I’ve ever conducted or observed. Its structure (Comprehensive, In-Depth, Structured or CIDS) is straightforward, no questions come out of left field (“Why are manhole covers round?”) and it gives the Candidate the chance to brag about themselves as equally as they reveal their mistakes or times of regret.
Wrap Up: If you’re being asked to take part in a Topgrading Interview, go in with a clear conscience and a willingness to show vulnerability. But above all: BE HONEST.
P.S. Just in case you have ever been asked the question “Why are manhole covers round?” and you want to be argumentative, you might use this picture below to build your case. — JD
Tags: A-Players, Brad Smart, career history, hire better, Interview, Topgrading, topgrading interview, topgrading methodology
The Greatest Interview Question of All Time
I’m on vacation with my family in Boston this weekend (Go Jets!) and so I thought I’d go digging for some “old fashioned” blog posts that might still have a lot of validity in today’s market.
Kacey Claiborne, our Director of Talent Evaluation at HireBetter® suggested I look into this one from Lou Adler. Things that were happening when this was written:
-The World Trade Center in NYC had its 2 towers
-We didn’t need to take out/off our laptops, belts, hats or shoes at the airport
-George Bush was sworn in as President
The year? 2001
What I found truly remarkable about this one, single post was how applicable it was back then (when no one had really heard of Topgrading®) and how it is even MORE applicable today. Enjoy!
Over the course of the past 20 years, I’ve been searching for — among other things — the single best question to ask in an interview. What I wanted to create was a One-Question Interview, a stand-alone query that would pierce through the veneer of generalizations, overcome typical candidate nervousness, minimize the impact of the candidate’s personality on the interviewer, eliminate the exaggeration which many candidates adopt as an interviewing ploy and actually determine if the candidate is competent and motivated to do the work required.
Through years of trial and error, I finally hit upon one question that did it all. If you were allowed to ask only one question during the course of the interview, this would be it: Please think about your most significant accomplishment. Now, could you tell me all about it? Imagine you’re the candidate and I’ve just asked you this question. What accomplishment would you select? Then imagine over the course of the next 5-20 minutes that I obtained the following information from you about this accomplishment:
- A complete description of the accomplishment
- The company you worked for and what it did
- The actual results achieved: numbers, facts, changes made, details, amounts
- When it took place
- How long it took
- The importance of this accomplishment to the company
- Your title and role
- Why you were chosen
- The 3-4 biggest challenges you faced and how you dealt with them
- A few examples of leadership and initiative
- Some of the major decisions made
- The environment and resources available
- How you made more resources available
- The technical skills needed to accomplish the objective
- The technical skills learned and how long it took to learn them
- The actual role you played
- The team involved and all of the reporting relationships
- Some of the biggest mistakes you made
- How you changed and grew as a person
- What you would do differently if you could do it again
- Aspects of the project you truly enjoyed
- Aspects you didn’t especially care about
- The budget available and your role in preparing it and managing it
- How you did on the project vs. the plan
- How you developed the plan
- How you motivated and influenced others, with specific examples to prove your claims
- How you dealt with conflict with specific examples
- Anything else you felt was important to the success of the project
Just about everything you need to know about a person’s competency can be extracted from this type of question. Most people would agree this type of question is very revealing. But the real issue is not the question: it’s the information that’s given in response that’s most important. Few people are able to give this type of information without additional prompting from the interviewer. This is what real interviewing is about: getting the answer to this very simple but very powerful question. Don’t spend time learning a lot of clever questions to ask during the interview: spend time learning to get the answer to just this one question. The key: understand the accomplishment, the process used to achieve the accomplishment, the environment in which the accomplishment took place and the candidate’s role.
Tags: hire better, hiring manager, Interview, lou adler, Recruiting, Topgrading, topgrading methodology
The Danger of Dispensing Reality Potions
Derek Jeter is one of the most well-known and well-respected players in all of Major League Baseball. This year, at the age of 36, his contract is up for renewal. As the Captain of the Yankees, many fans expected the Front Office to give him whatever he wanted so that he could finish out his Hall of Fame career in pinstripes.
But there’s a fly in the ointment: the Front Office does want to keep Jeter but Derek’s Agent is suggesting that he be paid $23-25mm per year for the next 5 years. His agent has said that Jeter can’t be valued the same way as other shortstops because of his leadership qualities. Why is that a problem?
- A Player is “in their prime” between the ages of 29-32. They’ve got more maturity, they understand how to keep their bodies healthy through 162+ games and they have enough youth still in them to match up against the strength of a 25 year old.
- There are only a handful of players making over $20mm per year – the list gets even smaller when you add the filter of being 36 years old or older. Oh, and the stats of Derek don’t come close to matching those of the players who are at this altitude.
- The 2nd highest paid shortstop in the Major Leagues is Hanley Ramirez who is 10 years younger, hit 30 points higher and hit 21 home runs to Jeter’s 10.
How does this situation possibly impact you?
More and more I’m seeing Business Leaders who are making what I believe to be a major mistake: they’re hiring people who are currently unemployed and offering them significantly less than what they were previously making. They Leaders are feeling quite proud of themselves because people are accepting the positions. Karl Scheible is a close friend of mine and a Sales Guru. For years he’s pounded into my head that people make decisions for 2 reasons:
- To run TOWARDS pleasure
- To run AWAY from pain
The pain of unemployment is more prevalent than the pleasure of waiting for the perfect role for many people today. Here my words of caution to the people hiring the unemployed at drastically reduced rates from 12, 18 or 24 months ago: THEY WON’T STICK. Why? Because people place a perceived value on themselves that is based on both reality (their top pay throughout their career) and their distorted sense of what they think the market should pay them. As an employer, if you’re not within 10% of what they have previously earned, I don’t think they’re going to hang around because we live in a hedonic society that encourages us to live beyond our means. If that new employee is accepting a 20% pay cut, it’s unlikely they’re going to be able to reduce their lifestyle costs by that same amount. They’ll live in pain and will want to run away from it the second they believe the economy has turned around or someone calls them and offers them even $1,000 more per year to change jobs. Don’t believe me? Check out this survey that was conducted 14 months ago (and the trend is going up). It suggests that 67% of people will look for a new position as soon as they think the market shows interest in their skills.
Bottom Line: While you may think that someone is only worth $X, if that person has earned $Y before and takes your job, expect them to be gone within 18 months or less.
Tags: career history, Fortune, hire better, talent acquisition, unemployment
How Palms, Lips & Bellybuttons Can Make You A Better Interviewer [Part 4 of 4: Navarro]
Because of the generosity of Joe Navarro, a man who spent 25 years as a counterintelligence special agent, I’ve had the opportunity to share a lot of research and guidance about nonverbal and verbal communication with you over the last few weeks. To recap:
- Part 1: Not even those who are considered “experts” in interrogation can detect deception.
- Part 2: Guilty Knowledge manifests itself in a couple of significant ways including neck-rubbing and dis-possession
- Part 3: Indicators of Stress through nonverbal communication are the result of the Limbic Brain (or the ‘honest brain’) orchestrating behavior that relates to emotions. This is manifested most often through the feet and shoulders.
For the final installment in this Four Part Series my hope is that you’ll walk away with the most takeaway value of all. I believe that even if you haven’t read Joe’s book What Every Body is Saying you’ll be a better Interviewer and Leader after reading what he had to say.
[JDavis] Let’s break it down to basics – What are the Top 2 or 3 Nonverbal Displays that I should look for to make me a better Interviewer?
In all of the ones I’m going to share, the common theme is a sudden a change in the countenance of the person. Watch for signs that would indicate that they were comfortable and now they seem somewhat uncomfortable without any explanation. That indicates that something is bothering them (maybe your question or maybe another factor like gas from their lunch).
- I look for things like compressed lips, touching the neck, distancing behavior (pushing away) to indicate that there may be something wrong. When it comes to stress, nothing is more universal than disappearing lips. When someone presses their lips together it is as if the limbic brain is telling them to ‘shut down and don’t allow anything into the body’.
- This one is subtler: The person may “blade” their body away (called ventral denial). If they’ve been facing you and then they turn to not have their front or “belly side” pointed at you. Our ventral (front) side, where our eyes, mouth, chest, breasts, genitals, etc are located, is very sensitive to things that we like and dislike. It’s also the most vulnerable side of the body so the limbic brain has an inherent need to protect it from the things that hurt or bother us.
- They start to use objects (a woman could grab a purse and put it on her lap and use it as a barrier). A man might pick up a laptop and put it on their legs to be a barrier to protect themselves. When you witness people protecting their torsos in real time you can use it as an accurate indicator of discomfort on their part.
[JDavis] We’ve spent a lot of time talking about indicators of stress or guilt. Is there anything that a Candidate might do to show that they’re confident in answer?
The simplest guide I’ve seen that stretches across all cultures globally is the HANDS. Watch for whether they affirm statements PALM DOWN or PALM UP. Palm down with the fingers spread is positive and affirmative. PALM UP with fingers together they lack confidence (over 99% of the world’s population behaves this way).
[JDavis] What if someone unexpectedly moves their hands off the table and places them on their lap or where I can’t see them?
If someone withdraws their hands from the table it’s not enough of an indicator. That’s about as common as blinking their eyes. To simply attach one simple behavior like that just isn’t enough without looking at other body queues.
[JDavis] You’ve emphasize repeatedly in your books, your speeches and even this conversation that trying to read nonverbal behaviors can be more dangerous than it is beneficial to someone without formal training. Why is that?
When people first start looking into nonverbal communication it’s very similar to a young child learning how to read. It’s linear: left to right (i.e. Nose, Lips, Shoulders, Hands). The risk here is that many times the isolated behaviors aren’t significant enough without understanding what the whole body is doing.
At the start of my career I spent so much time looking at the face because we learned that even newborns are expressing themselves nonverbally through their facial expressions at only 3 days old. Today, I can see the whole body at once. That’s my parting shot to anyone who is going to use what they’ve learned from these posts: Relax, try to look at the whole body and don’t beat yourself up trying to look for every little queue.
For twenty-five years, Joe Navarro was an FBI counterintelligence special agent and supervisor specializing in nonverbal communications. A frequent lecturer, he serves on the adjunct faculty at Saint Leo University and the FBI. You can learn more about Joe through his website or by following him on Twitter.
Tags: Body Language, hire better, hiring manager, Interview, interview training, Joe Navarro, talent acquisition
Could Free Agency Help Your Employee Evaluations?
The Hot Stove was fired up early this year with the new policy of Major League Baseball being anyone who was eligible automatically become a free agent upon the last pitch in the World Series. As a Cardinals Fan, this was a welcome change because it meant that I had an excuse to start paying attention again.

One of my favorite websites for watching what is going on is run by the St. Louis chapter of the Society of American Baseball Research or SABR. Fungoes includes lots of interesting (if you’re a stats geek) debates about the values of players and how they compare to other people at the same position, on other teams, on the same teams and even against retirees and minor leaguers.
The winter’s offseason has had me really wondering why we don’t have this kind of research ourselves when we’re evaluating existing talent and considering who to hire. I started to go down the path of trying to figure out if there was an effective scoring system of statistics that I could create – as that’s the #1 thing that baseball has 100 years of and business doesn’t.
Maybe these particular stats will get your synapses firing to think more objectively about how you might evaluate your team during the upcoming Employee Evaluation season that typically happens right around the 1st of the new year.
- VORP (my personal favorite): Value Over Replacement Player. The number of runs contributed beyond what a replacement-level player at the same position would contribute if given the same percentage of team plate appearances.
- RARP: Runs Above Replacement, Position-adjusted. A statistic that compares a hitter’s Equivalent Run total to that of a replacement-level player who makes the same number of outs and plays the same position.
- Breakout Rate: The percent chance that a hitter’s EqR/27 or a pitcher’s EqERA will improve by at least 20% relative to the weighted average of his EqR/27 in his three previous seasons of performance. High breakout rates are indicative of upside risk.
- Stuff: A rough indicator of the pitcher’s overall dominance, based on normalized strikeout rates, walk rates, home run rates, runs allowed, and innings per game.
Obviously, it’s not going to be possible for you to come up with the raw data to plug into the formula for STUFF (For the record, Stuff = EqK9 * 6 – 1.333 * (EqERA + PERA) – 3 * EqBB9 – 5 * EqHR9 -3 * MAX{6-IP/G),0}). However, with some creativity, you can come up with some equivalents.
The questions for you:
- Do you have some young talent that drives you nuts but has HUGE upside potential?
- Do you have someone whose performance was great 3 years ago but they’ve been sinking since and you’ve still got them hanging around?
- Have you ever thought about something like VORP and considered how worthless or valuable someone on your team is compared to what else is out there in the marketplace?
Tags: baseball, evaluations, objectivity, SABR





