lou adler's talent acquisition strategies for the fully-employed | webcast
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Performance-based Hiring
Recruiting Strategies for The Hardcore, Fully Employed, Hottest Candidates on the Planet
Based on Lou Adler’s
Hire With Your Head and The Essen2al Guide for Hiring & Ge8ng Hired
Rev 614-‐A
budurl.com/EGFHp3
Today’s Objectives
One Results of Study on How Job Satisfaction Drives Job-Seeking Behavior
Two Developing a High-tech &
High-touch Passive Candidate Recruiting
Strategy
Three Emphasize the Networking
Capability of LinkedIn Recruiter�
Four Use Performance-based
Hiring to Build Your Staffing Business
Performance-based Hiring Process
A Business Process for Hiring Top Talent
Performance Profiles Careers, not Lateral Transfers
Talent-centric Sourcing Target the Best People
Evidence-based Interview Two Core Questions
Integrated Recruiting Careers vs. Compensation
Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity?
HAVE GET BECOME DO
Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity?
HAVE GET BECOME DO
Surplus – Weed Out the Weak – Active – Best Who Apply
Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity?
HAVE GET BECOME DO
Surplus – Weed Out the Weak – Active – Best Who Apply
Scarcity – Attract the Best – Passive – Raise the Talent Bar
Hiring Manager Shift: 1st Define Job Not the Person!
Top Candidate Shift: DOING & BECOMING vs. GETTING
Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity?
HAVE GET BECOME DO
Surplus – Weed Out the Weak – Active – Best Who Apply
Scarcity – Attract the Best – Passive – Raise the Talent Bar
DO BECOME
Hiring Manager Shift: 1st Define Job Not the Person!
Top Candidate Shift: DOING & BECOMING vs. GETTING
Thinking Backwards Are You in a Talent Scarcity of Talent Surplus SituaCon?
HAVE GET BECOME DO
Surplus – Weed Out the Weak – Active – Best Who Apply
Scarcity – Attract the Best – Passive – Raise the Talent Bar
Sourcing – Recruiting – Assessing – Closing On-boarding – Performance Management
You Can’t Use a Talent Surplus
Model in a Talent Scarcity Situation!
Zone 1 Zone 2 Zone 3 Zone 4
Very Active Tiptoers Explorers Super Passive
Time
Growth and
Impa
ct
Career Zones & Job-seeking
Zone 1 Zone 2 Zone 3 Zone 4
Very Active Tiptoers Explorers Super Passive
Time
Growth and
Impa
ct
Career Zones & Job-seeking
Zone 1 Zone 2 Zone 3 Zone 4
Very Active Tiptoers Explorers Super Passive
Time
Growth and
Impa
ct
Extraordinary Career Move
Significant Career Move
Much BeFer Job
Somewhat BeFer Job
Career Zones & Job-seeking
Zone 1 Zone 2 Zone 3 Zone 4
Very Active Tiptoers Explorers Super Passive
Time
Growth and
Impa
ct
Extraordinary Career Move
Significant Career Move
Much BeFer Job
Somewhat BeFer Job
Career Zones & Job-seeking 20% - Ads 30% - ERP 50% - Networking
Zone 1 Zone 2 Zone 3 Zone 4
Very Active Tiptoers Explorers Super Passive
Time
Growth and
Impa
ct
Extraordinary Career Move
Significant Career Move
Much BeFer Job
Somewhat BeFer Job
Career Zones & Job-seeking
Shift to Steeper Part of the Career Zone Curve
20% - Ads 30% - ERP 50% - Networking
Satisfaction by Career Zone
45%
9% 4% 1%
44%
53%
29% 19%
4%
3%
16%
21%
25%
25%
8% 22%
46% 55%
72%
Very saRsfied Somewhat saRsfied
Neither saRsfied nor dissaRsfied
Somewhat dissaRsfied
Very dissaRsfied
Zone 1 -‐ Passive Zone 2 -‐ Explorers Zone 3 -‐ Tiptoers Zone 4 -‐ AcRve
38% 41% 9% 9% 3%
Shift from HAVING to DOING What’s the Real Job? • Collaborate with sales rep to
develop customer solutions at C-level in F500 companies
• Lead intense detailed product spec presentations to sophisticated buying groups
• Provide technical liaison to engineering design groups
• Work with contracts on developing cost/price/margin analysis for $5mm+ programs
• Handle 3-6 major programs concurrently
• Assess impact of spec changes on design, project & cost projections
This is not a job description. It’s a
person description.�
3D Dynamic 360° Networking
Mentors Mentees
Co-workers
Advisors Consultants
Vendors Customers
LinkedIn Groups
Nodes Project
Managers
Project Team
Members
Who knows my candidate?
Strangers
3rd Degree+
2nd Degree
Connections
1st Degree ERP/HM
Groups Nodes
You
The Value of Your Connectedness
Strangers
3rd Degree+
2nd Degree
Connections
1st Degree ERP/HM
Groups Nodes
You
The Value of Your Connectedness
Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs
Strangers
3rd Degree+
2nd Degree
Connections
1st Degree ERP/HM
Groups Nodes
You
The Value of Your Connectedness
Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs
Surplus Strategy!
Scarcity Strategy!
Strangers
3rd Degree+
2nd Degree
Connections
1st Degree ERP/HM
Groups Nodes
You
The Value of Your Connectedness
Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs
• Who is the best person you’ve worked with in the past few years?
• Why is the person top notch? • Would the person return my
call if I mentioned your name?
Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit 1st – Network 2nd • Use 80/20 Referral Rule
Surplus Strategy!
Scarcity Strategy!
The Value of Your Connectedness
Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit 1st – Network 2nd • Use 80/20 Referral Rule
The Value of Your Connectedness
Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit 1st – Network 2nd • Use 80/20 Referral Rule
The Golden Rule of Passive Candidate
Recruiting
Cold calling 3rd degree is a Rme-‐waster.
Networking is beFer, but ..
Ge[ng warm, pre-‐qualified referrals is a
game-‐changer!
Getting the Right People on the Bus In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by ge8ng the right people on the bus, the wrong people off the bus, and the right people in the right seats. Jim Collins Good to Great
Getting the Right People on the Bus Driver è Passenger è
Backseat è Driver
Takes 10 minutes to figure out where you’re going
Overcome concerns, objections, and Day 1 issues
Get the candidate to sell you!
Get the wrong people off the best and get the right people on the bus è get referrals
Applicant Control
Determine the Destination: 10-min Drive
“Let me ask you candidly, would you be open to explore a new career opportunity if it was clearly superior to what you’re doing today?”
Here’s what we know: - The best get their jobs via networking - The best want career moves - The best move slower - Everyone asks about what they get until
they know what they can do and become - The best are in a talent scarcity situation - Too many recruiters screen on skills and
getting - Too many managers don’t know the job So given this, here’s what you need to do:
Basic Rule of Recruiting: - to increase quality of hire and recruiter productivity Maximize Best Practices,
Minimize the Time Wasters!
Summary - ✔ Think Scarcity, Backwards, System ✔ Define job, convert it into a career ✔ Implement a 50/30/20 sourcing
program – in reverse ✔ A warm, pre-qualified referral is 5X
è quality and effectiveness ✔ Don’t take “NO” for an answer ✔ Drive the bus: from the first stop to
the final destination!
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