How to Measure & Improve

Quality of Hire

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“How to Measure & Improve Quality of Hire”

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Introducing…

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).

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Agenda

① Importance of Feedback

② Measuring Quality of Hire

③ Sourcing in the Talent Sweet Spot

④ Creating the Career Move

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REROUTING

1 2 4

Feedback Process Control System

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3

Performance-based Hiring

1997

2002

2007

2005 2013 Predictive Analytics

Feedback Process

Control

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Performance-based Hiring

Surplus vs. Scarcity?

1997

2002

2007

2005 2013 Predictive Analytics

Feedback Process

Control

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Top Traits of Top People

Measuring Quality of Hire

1

Consistently

exceeds expectations!

2

Coaches, manages,

develops self/others

3

Leadership:

Vision plus execution

4

Breadth and depth

of thinking skills

5

Flexible, deals with change,

manager, culture

6

Gets it done–

no excuses! #hiretowin

Performance-based Hiring Job Fit Indexsm

Quality of Hire

Talent Predictor

Talent

Basic Skills Experience

Ability

Quality & Trend of Growth

Team & Individual Achiever Pattern

Career Move

Job Fit Intrinsic

Motivators

Managerial, Team &

Cultural Fit

Track Record of

Comparable Results

©2015 All Rights Reserved. The Adler Group, Inc. #hiretowin

A If B C predicts Quality of Hire

Big Data: Predictive & Control

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A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

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Pre-Hire

Predictors of

QoH

A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

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Pre-Hire

Predictors of

QoH

Workforce

Planning

A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

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Pre-Hire

Predictors of

QoH

Workforce

Planning

Sourcing &

Recruiting

Funnel

Yield

A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

#hiretowin

Pre-Hire

Predictors of

QoH

Workforce

Planning

Sourcing &

Recruiting

Funnel

Yield

Role

of Hiring

Manager

and Team

A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

#hiretowin

Pre-Hire

Predictors of

QoH

Workforce

Planning

Sourcing &

Recruiting

Funnel

Yield

Role

of Hiring

Manager

and Team

The Process

Interview

The CX

NPS

A If B C predicts Quality of Hire

A You need to track and control B C

Big Data: Predictive & Control

#hiretowin

Pre-Hire

Predictors of

QoH

Workforce

Planning

Sourcing &

Recruiting

Funnel

Yield

Role

of Hiring

Manager

and Team

The Process

Interview

The CX

NPS

A If B C predicts Quality of Hire

A You need to track and control B C

Maximize Quality of Hire & Efficiency

Predict Measure Achieve Plan Control ● ● ● ●

Big Data: Predictive & Control

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Predictive Analytics &

Feedback Process Control

Candidates

per Hire

< 4

Passive to Active

Sourcing Mix

> 2:1

1st Contact

Funnel Yield

>80%

Pre-hire Talent

Scorecard

Quality

of Hire

CX NPS

>50%

Present / Meet

>90%

Maximize Quality of Hire & Efficiency

Predict Measure Achieve Plan Control ● ● ● ●

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31%

35%

17%

3%

57%

48%

63% 64%

1%

7%

13%

25%

11% 10% 7% 8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Under/Unemployed: Active Employed: Active Employed: Tiptoer Employed: Passive

Apply

Networking

Internal

Other

How People Get Jobs

Source by Job-hunting Status

©2015 All Rights Reserved. The Adler Group, Inc. #hiretowin

31%

35%

17%

3%

57%

48%

63% 64%

1%

7%

13%

25%

11% 10% 7% 8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Under/Unemployed: Active Employed: Active Employed: Tiptoer Employed: Passive

Apply

Networking

Internal

Other

How People Get Jobs

Source by Job-hunting Status

5–15% 15–20% 65–75%

©2015 All Rights Reserved. The Adler Group, Inc. #hiretowin

Size of the Talent Market

31%

35%

17%

3%

57%

48%

63% 64%

1%

7%

13%

25%

11% 10% 7% 8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Under/Unemployed: Active Employed: Active Employed: Tiptoer Employed: Passive

Apply

Networking

Internal

Other

How People Get Jobs

Source by Job-hunting Status

5–15% 15–20% 65–75%

©2015 All Rights Reserved. The Adler Group, Inc. #hiretowin

Size of the Talent Market

Sourcing in the Talent Sweet Spot

Surplus vs. Scarcity?

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Sourcing in the Talent Sweet Spot

Surplus vs. Scarcity?

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10X

Sourcing in the Talent Sweet Spot

SEQ

Surplus vs. Scarcity?

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20–30X

10X

Sourcing in the Talent Sweet Spot

SEQ

Performance Qualified

Active

Not Apply

Surplus vs. Scarcity?

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50–100X

20–30X

10X

Sourcing in the Talent Sweet Spot

Performance Qualified Passive Not Apply

SEQ

Performance Qualified

Active

Not Apply

Surplus vs. Scarcity?

#hiretowin

50–100X

20–30X

10X

Sourcing in the Talent Sweet Spot

Performance Qualified Passive Not Apply

SEQ

Performance Qualified

Active

Not Apply

Surplus vs. Scarcity?

Candidates

per Hire

< 4

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Sourcing in the Talent Sweet Spot

Follow-the-Leader Strategy

Find-Apply-Weed Out

Transactional

Ill-defined Lateral Jobs

Cost and Efficiency

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Sourcing in the Talent Sweet Spot

Follow-the-Leader Strategy Raise the Talent Bar Strategy

Find-Apply-Weed Out Reach Out and Nurture

Transactional Consultative Recruiting

Ill-defined Lateral Jobs Career Moves

Cost and Efficiency ROI and Quality of Hire

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Creating the Career Move

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Creating the Career Move

Indirect • Skills

• Experience

• Academics

• Industry

• Competencies

• Responsibilities

Job Description

Having skills

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Performance Qualified

Creating the Career Move

Indirect • Skills

• Experience

• Academics

• Industry

• Competencies

• Responsibilities

Job Description

Performance Profile

Clarify Expectations

• Grow sales by 10%

• Launch new product line

• Build a team in 90 days

• Evaluate the process

• Prepare a plan for ___

• Develop product spec

• Design a circuit

Having skills

Direct

Delivering

results

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LinkedIn Talent Solutions

You &

Company Top Candidates

# F

oll

ow

ers

Career Pages

Targeted Media

Employee Ads

Content Updates

BUILD ENGAGE RECRUIT

Relevant Jobs

Recruiter

Work With Us

Ads

Career

Pages

Job Slots Recruiter

Grow your team

LinkedIn Talent Solutions

You &

Company Top Candidates

# F

oll

ow

ers

Career Pages

Targeted Media

Employee Ads

Content Updates

BUILD ENGAGE RECRUIT

Relevant Jobs

Recruiter

Work With Us

Ads

Career

Pages

Job Slots Recruiter

Grow your team

Work With Us Ads

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Attract more top talent by putting job ads right on your employees profiles

1 2

3

Get seen when candidates research or connect with

one of your employees.

Reach passive talent based on action

Displaying personalized job ads to every viewer. 50x higher click-through rate compared to traditional

ads, driving interested professionals to your jobs,

Career Page, and other destinations

Feature your most relevant jobs Strengthen your talent pipeline

Career Pages

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Personalized experience just for candidates

Career Page (paid) Company Page (free)

1

1

Consultative Recruiting

Recruiting Passive Candidates

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Criteria to Engage

Consultative Recruiting

Recruiting Passive Candidates

Title

Company

Compensation

Location

Job

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Criteria to Engage Criteria to Accept

Consultative Recruiting

Recruiting Passive Candidates

Title

Company

Compensation

Location

Job

Career Opportunity

Job and Impact

Hiring Manager

Team

Compensation

Work / Life Balance

Company, Culture,

Mission

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Criteria to Engage Criteria to Accept

Consultative Recruiting

Recruiting Passive Candidates

Title

Company

Compensation

Location

Job

Career Opportunity

Job and Impact

Hiring Manager

Team

Compensation

Work / Life Balance

Company, Culture,

Mission

Day 1 Year 1 and Beyond!

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Consultative Recruiting – Warmup for Needs Analysis

Recruiting & Hiring Passive Candidates

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Consultative Recruiting – Warmup for Needs Analysis

Recruiting & Hiring Passive Candidates

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LinkedIn Talent Solutions

You &

Company Top Candidates

# F

oll

ow

ers

Career Pages

Targeted Media

Employee Ads

Content Updates

BUILD ENGAGE RECRUIT

Relevant Jobs

Recruiter

Work With Us

Ads

Career

Pages

Job Slots Recruiter

Grow your team

Recruiter

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Consultative Recruiting – Warmup for Needs Analysis

Recruiting & Hiring Passive Candidates

Maximize Yield:

Ensure Your Candidates Don’t

Make Long-term Decisions

Using Short-term Information

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Feedback Process Control

& Consultative Recruiting

Performance-based Hiring

Talent Sweet Spot

Surplus vs Scarcity

Performance Qualified

Sourcing Talent Sweet Spot

Consultative Recruiting

#hiretowin

…Your work on performance-based hiring is a

genuine bright spot…I am blown away by how closely

your ideas map to the new science. I actually think

performance-based hiring is the secret sauce to getting

not only better talent management, but also to being able

to ensure that we live up to our promise of opportunity in

the 21st century.

Todd Rose, Harvard Professor, Director

Center for Individual Performance, Author of The End of Average

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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

Let’s connect!

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