4 out of 4 stars
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Creating a robust workforce can be quite a challenging task because it starts with having the right employees at your disposal. The right employees can be obtained when an organization invests the appropriate amount of resources in their hiring process. It doesn’t just stop at hiring because retaining these workers remain as crucial as hiring them. Roxi Bahar Hewertson shares in Hire Right, Fire Right a detailed approach to the proper acquisition of employees and how they can be retained and fired appropriately.
The book is divided into three major sections: Acquisition = Hire right, Retention = Nurture right and Closure = Fire right. Each section starts with a search map that highlights a broad serial overview of the steps to be executed in the section. Acquisition focused on ways to take on job advertisement internally and externally, through the technical and personal interviews, down to the final invitation. A considerable number of factors that lead to a high turnover rate was accentuated in Retention. This section encourages organizations to set up a favourable working culture and ensure that employees are engaged in a continuous career development system. It’s known that all good rides always have an end, and this is where Closure becomes a handy tool. Either it’s a voluntary or involuntary termination, leaders are encouraged to make certain that their workers part on a good note.
While reading through this book, I pictured myself traversing through the different stages of my career, wishing I could be under the guidance of a leader like Roxi. I enjoyed the Retention section the most because I felt connected to it more than the other sections. I once interned at a company that was economically unfavourable for me, but I ended up enjoying my stay there because of their welcoming environment. The rich nature of research carried out in this book pointed out that most people change jobs due to reasons beyond higher paychecks, meaning it’s not unusual to see people leaving high-paying jobs for lower-paying jobs.
I must commend the organization of this publication. There was a Resources section that gives a detailed guide on the execution of the models shared in this book. I liked the author’s honesty when she pointed out that it could be daunting to adopt her model at the first attempt, but with subsequent attempts, it becomes easier and more friendly to use. To show the efficacy of one of her models, Roxi mentioned that several people had come back to thank her after she had fired them.
I have this soft spot for leadership books, so it wouldn’t be a surprise that I’d rate Hire Right, Fire Right 4 out of 4 stars. There isn’t anything I disliked about the book. I found only two typographical errors, and they didn’t affect my reading. The audience for this narrative is best suited to people in leadership positions. They could learn a thing or two about employee management from this piece.
Hire Right, Fire Right
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