How Hiring Managers

Get from Good to Great

June 22, 2016

Welcome to

“How Hiring Managers Get from Good to Great”

The webcast will start momentarily.

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Hi! It’s nice to meet you.

Lou Adler

CEO & Founder

The Adler Group

Lou Adler is the CEO and founder of The Adler Group – a training and search firm helping companies

implement Performance-based Hiring℠. Adler is the author of the Amazon top-10 best-seller, Hire With Your

Head (John Wiley & Sons, 3rd Edition, 2007). His most recent book has just been published, The Essential

Guide for Hiring & Getting Hired (Workbench, 2013). He is also the author of the award-winning

Nightingale-Conant audio program, Talent Rules! Using Performance-based Hiring to Build Great

Teams (2007).

#hiretowin

Hire With Your Head and

The Essential Guide for Hiring & Getting Hired

Today’s session will cover:

① Achieving the Hiring Q-fecta

② Implementing a talent scarcity strategy

③ Redefining the perfect job and the perfect

candidate

④ The Hiring Formula for Success

⑤ The Single Best Interviewing Question of All

Time

⑥ The Job Fit Index to Measure Quality of Hire

#hiretowin

5

What do great hiring managers do differently?

1

Consistently exceed expectations!

3

Leadership: Vision plus execution

Coaches, manages, develops self/others

2

4

Good problem solving & thinking skills

6

Get it done– no excuses!

Flexible, deals with change, manager, culture

5

#hiretowin

6

Performance-based Hiring Job Fit Indexsm

#hiretowin

Performance Qualified Shift

Would you at least meet a

person if she/he had a different

mix of skills & experience, but

strong on all of the other factors?

The Performance-based

Interview will be used to

accurately assess all of the

factors, including if the job

represents a career move. Cultural &

Managerial Fit

Quality of Hire

Talent Predictor

Talent Thinking Problem-solving

Track Record of

Comparable Results

Career Move 30%

Solution

Achiever Pattern & Growth Trend

Basic Skills

Experience Education

Team Organize Manage

Job Fit Intrinsically Motivating

7

“Q” – Hiring Utopia Where Everyone Wins

#hiretowin

① Max Quality of Hire

② Perfect interviewing

③ Lowest cost per hire

④ Shortest time to fill

⑤ Candidate job satisfaction is off the charts

⑥ Recruiter and hiring manager high-fiving daily!

8

A Systematic Approach to Hiring the Top 25%

#hiretowin

Performance-based Hiring Business Process The Recruiting – Hiring Manager Partnership

Performance-based Job Descriptions

Great Career Moves vs. Lateral Transfers

Talent Centric Sourcing

Target Best People – Entire Talent Market

2-Question Performance-based Interview

Evidence-based – Quality of Hire

Integrated Recruiting

Career Growth vs. Compensation Max

40% 40%

22%

8%

47%

42%

60% 62%

3%

8%

13%

23%

10% 10%

5% 7%

UNDER/UNEMPLOYED - ACTIVE

EMPLOYED - ACTIVE EMPLOYED - TIPTOER EMPLOYED - PASSIVE

Apply Networking Internal Other

5–20% All Active Candidates 15–20% 60-75%

How People Get Jobs – 2015 & 2016 Total Talent Market

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 Focus: DOING vs. HAVING

Candidate Focus: DOING & BECOMING vs. GETTING

You can’t use a

talent surplus

process when

a talent surplus doesn’t exist.

Rethinking Talent Strategy - Backwards

1997 1999

2013

Gallup’s Q12

①Clarify expectations

②Right tools/training

③Motivating work

④Supportive managers

Confirmed by Google’s Project

Oxygen and Harvard

Know the Job – Clarify Expectations

Career Move =

Difference in new

opportunity vs. current

job, satisfaction and

growth

Creating the Career Move - Clarify Expectations

Past

Job Description

HAVING

- Skills

- Experience

- Competencies

- Education

- Responsibilities

Future

EVP - Becoming

- Strategic

- Intrinsic

Year 1

Performance Profile

Doing - Grow sales by 10%

- Launch new product line

- Build a team in 90 days

- Evaluate process

- Prepare a plan for ___

+

The Hiring Team

Sourcer Recruiter

Hiring Manager

Prospect & Advisors

Attracting – Assessing – Closing

Onboarding – Performance Management

Clarify Expectations Up Front

Performance Profile

Doing

- Grow sales by 10%

- Launch new product line

- Build a team in 90 days

- Evaluate process

- Prepare a plan for ____

The Hiring Team

Sourcer Recruiter

Hiring Manager

Prospect & Advisors

Attracting – Assessing – Closing

Onboarding – Performance Management

Clarify Expectations Up Front

It’s what you DO

with what you HAVE

that matters.

Why is it so awful? Overvalue first impressions

Don’t know job, environment, manager, team, culture

Overvalue intuition or tech skills

Narrow vs. full range of factors

+ 7% = 57%

How accurate is the

typical interview in

predicting on-the-

job success?

Performance-based Interviewing

Performance Profile

Doing

- Grow sales by 10%

- Launch new product line

- Build a team in 90 days

- Evaluate process

- Prepare a plan for __

Job Description

HAVING

- Skills

- Experience

- Competencies

- Education

- Responsibilities

Use the phone screen and interview to determine if the

person is “basically” and “situationally” competent.

Why do good people underperform?

Core or Basic Competencies

Situational Fit Factors

The General Formula for Hiring Success =

Fact-finding Questions

• Describe the project

• Snapshot beginning and end

• Biggest challenges

• Process of success

• Biggest problem

• Biggest decision

• Initiative

• Likes and dislikes

• Recognition

The Most Significant Accomplishment Question (MSA)

Most Significant

Accomplishment?

Compare to Job Needs

What traits stand out?

Take responsibility to measure

performance not presentation.

Starts recruiting process.

Look for “opportunity gaps.”

Fact-finding is the skill.

Repeat question to see trend

of performance.

18

Performance-based Hiring Job Fit Indexsm

#hiretowin

Performance Qualified Shift

Would you at hire a person if she/he had a different mix of skills & experience, but was strong on all of the other factors?

Performance-based Interview

Define the job, not the person doing the job.

Ask MSA questions to see trend of performance over time. Cultural &

Managerial Fit

Quality of Hire

Talent Predictor

Talent Thinking Problem-solving

Track Record of

Comparable Results

Career Move 30%

Solution

Achiever Pattern & Growth Trend

Basic Skills

Experience Education

Team Organize Manage

Job Fit Intrinsically Motivating

Performance-based Hiring Process

1 2 3 4

5 6 7 8

LinkedIn Talent Solutions offers a full suite of tools

to help you find, attract, and hire top candidates.

Contact us to learn more.

Call

855-655-5653

or visit

bit.ly/contacttalentsolutions

Lou Adler

CEO & Founder

The Adler Group

Linkedin.com/in/louadler

info@louadlergroup.com Performancebasedhiring.com

Let’s connect!

#hiretowin

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