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Lou Adler: Performance-Based Hiring for Staffing Firms

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  • 1.   Lou  Adler’s   Performance-­‐based  Hiring   for  Staffing  Firms   #Pbhiring
  • 2. 5 Things Staffing Firms Can Do to Book More Business and Make More Placements Being Different is More Than a Mission Statement Define the Job, Not the Person, or Walk Away Establish Metrics - Deliver on What You Promise Own Your Process to Own the Results Compete on Quality, Not Price
  • 3. Strategy  Drives  Tac/cs!   Scarcity  vs.  Surplus?   Surplus  –  Weed  Out  the  Weak  –  Ac/ve  –  Best  Who  Apply   HAVE GET DO BECOME Scarcity  –  A=ract  the  Best  –  Passive  –  Raise  the  Talent  Bar  
  • 4. Strategy  Drives  Tac/cs!   Scarcity  vs.  Surplus?   You  Can’t  Use  a   Talent  Surplus   Strategy  in  a  Talent   Scarcity  SituaBon!    
  • 5. Corporate  vs.  Staffing   Corporate   Cost  and  Efficiency   Maintain  Status  Quo   Best  Who  Apply   Struggle  w/Diversity   ReacBve     Success  ProblemaBc   External   Quality  of  Hire  -­‐  ROI   Raise  the  Talent  Bar   Best  Available   More  Diversity   ProacBve   BeQer  Metrics  
  • 6. Performance-­‐based  Hiring  Process   Performance  Profiles   Careers,  not  Lateral  Transfers   Talent-­‐centric  Sourcing   Target  the  Best  People   Evidence-­‐based  Interview   Two  Core  QuesBons   Integrated  Recrui/ng   Careers  vs.  CompensaBon   Recruiter and Hiring Manager Partnership
  • 7. Skills  vs.  Performance   Person  Descrip/on   Skills  –  Experience     Academics  –  Industry     DuBes  &   ResponsibiliBes   Competencies,   Behaviors  &  Traits     HAVING   Job  Descrip/on   Build  team   Improve  a  process   Design  a  product   NegoBate  a  deal   Implement  a  system     DOING  
  • 8. Skills  vs.  Performance   Person  Descrip/on   Skills  –  Experience     Academics  –  Industry     DuBes  &   ResponsibiliBes   Competencies,   Behaviors  &  Traits     HAVING   Job  Descrip/on   Build  team   Improve  a  process   Design  a  product   NegoBate  a  deal   Implement  a  system     DOING  
  • 9. Performance-­‐based  Job  DescripBons   Basic  Performance  Objec/ves   •  Collaborate  with  sales  rep  to   develop  customer  soluBons  at  C-­‐ level  in  F500  companies   •  Lead  intense  detailed  product  spec   presentaBons  to  sophisBcated   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  projecBons  
  • 10. Compete  for  Different  Talent   Change in Growth, Impact, and Satisfaction Over Time 40%   Explorers   15%   Tiptoers   9%   Searchers   8%   Networkers   Hunters   Super  Passive   28%   2011 LinkedIn Survey – 4,550 fully-employed professionals
  • 11. Compete  for  Different  Talent   Change in Growth, Impact, and Satisfaction Over Time 83% 40%   Explorers   17% 15%   Tiptoers   9%   Searchers   8%   Networkers   Hunters   Super  Passive   28%   2011 LinkedIn Survey – 4,550 fully-employed professionals
  • 12. Compete  for  Different  Talent   Change in Growth, Impact, and Satisfaction Over Time 83% 40%   Explorers   17% 15%   Tiptoers   9%   Searchers   8%   Networkers   Hunters   Super  Passive   28%   2011 LinkedIn Survey – 4,550 fully-employed professionals
  • 13. Compete  for  Different  Talent   Change in Growth, Impact, and Satisfaction Over Time 83% 40%   Explorers   17% 15%   Tiptoers   9%   Searchers   Career  Move   Be=er  Job   Good  Job   8%   Networkers   Lateral   Hunters   Any  Job   Super  Passive   28%   2011 LinkedIn Survey – 4,550 fully-employed professionals
  • 14. Compete  for  Different  Talent   Change in Growth, Impact, and Satisfaction Over Time 83% 40%   15%   17% 9%   8%   •   Deep   Hunters   Explorers   Tiptoers   Searchers   Networkers   •   Employer   Networks   Branding   •   Warm,   Career  Prequalified   Job   Good  Job   •   Employee   Any  Job   Move   Be=er   Lateral   Referrals   Referrals   •   TransacBonal   •   Skilled   Super  Passive   Process   Recruiters   28%   2011 LinkedIn Survey – 4,550 fully-employed professionals
  • 15. Geng  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 getting 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
  • 16. Determine  the  Des/na/on:  10-­‐min  Drive    
  • 17. Arrive   Recruit or Network – Recruiter Decision! Reroute  as     Necessary   Discuss  Career,  not   Job   Recruit  1st   Network  2nd     Boarding  Area     Sell the discussion, not the destination
  • 18. •  DifferenBate  on  Quality,  not  Price   •  DifferenBate  on  Process   •  Focus  on  ROI  vs.  Cost   •  Offer  Careers,  not  Jobs   •  Outperform  –  Time  and  Quality   •  Partner  with  Hiring  Managers   •  Stronger,  Deeply  Networked   Recruiters    
  • 19. talent.linkedin.com  

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