Lou	
  Adler’s	
  

Performance-­‐based	
  Hiring
	
  
for	
  Staffing	
  Firms
	
  
#Pbhiring
5 Things Staffing Firms Can Do to
Book More Business and Make More
Placements	

	

	

Being Different is More Than a Missio...
Strategy	
  Drives	
  Tac/cs!
	
  
Scarcity	
  vs.	
  Surplus?
	
  
Surplus	
  –	
  Weed	
  Out	
  the	
  Weak	
  –	
  Ac/...
Strategy	
  Drives	
  Tac/cs!
	
  
Scarcity	
  vs.	
  Surplus?
	
  

You	
  Can’t	
  Use	
  a	
  
Talent	
  Surplus	
  
St...
Corporate	
  vs.	
  Staffing
	
  
Corporate	
  

Cost	
  and	
  Efficiency	
  
Maintain	
  Status	
  Quo	
  
Best	
  Who	
  Ap...
Performance-­‐based	
  Hiring	
  Process	
  
Performance	
  Profiles	
  
Careers,	
  not	
  Lateral	
  Transfers	
  

Talen...
Skills	
  vs.	
  Performance
	
  
Person	
  Descrip/on	
  
Skills	
  –	
  Experience	
  	
  
Academics	
  –	
  Industry	
 ...
Skills	
  vs.	
  Performance
	
  
Person	
  Descrip/on	
  
Skills	
  –	
  Experience	
  	
  
Academics	
  –	
  Industry	
 ...
Performance-­‐based	
  Job	
  DescripBons
	
  
Basic	
  Performance	
  Objec/ves	
  
•  Collaborate	
  with	
  sales	
  re...
Compete	
  for	
  Different	
  Talent	
  
Change in Growth, Impact, and Satisfaction Over Time 	

40%	
  

Explorers	
  

1...
Compete	
  for	
  Different	
  Talent	
  
Change in Growth, Impact, and Satisfaction Over Time 	

83%	

40%	
  

Explorers	...
Compete	
  for	
  Different	
  Talent	
  
Change in Growth, Impact, and Satisfaction Over Time 	

83%	

40%	
  

Explorers	...
Compete	
  for	
  Different	
  Talent	
  
Change in Growth, Impact, and Satisfaction Over Time 	

83%	

40%	
  

Explorers	...
Compete	
  for	
  Different	
  Talent	
  
Change in Growth, Impact, and Satisfaction Over Time 	

83%	

40%	
  

15%	
  

1...
Geng	
  the	
  Right	
  People	
  on	
  the	
  Bus
	
  
In fact, leaders of companies that
go from good to great start not...
Determine	
  the	
  Des/na/on:	
  10-­‐min	
  Drive	
  	
  
Arrive	
  

Recruit or Network –
Recruiter Decision!	

Reroute	
  as	
  	
  
Necessary	
  

Discuss	
  Career,	
  not	
  
...
•  DifferenBate	
  on	
  Quality,	
  not	
  Price	
  
•  DifferenBate	
  on	
  Process	
  
•  Focus	
  on	
  ROI	
  vs.	
  C...
talent.linkedin.com
	
  
Lou Adler: Performance-Based Hiring for Staffing Firms
Lou Adler: Performance-Based Hiring for Staffing Firms
Lou Adler: Performance-Based Hiring for Staffing Firms
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Lou Adler: Performance-Based Hiring for Staffing Firms

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Transcript of "Lou Adler: Performance-Based Hiring for Staffing Firms"

  1. 1.   Lou  Adler’s   Performance-­‐based  Hiring   for  Staffing  Firms   #Pbhiring
  2. 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. 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. 4. Strategy  Drives  Tac/cs!   Scarcity  vs.  Surplus?   You  Can’t  Use  a   Talent  Surplus   Strategy  in  a  Talent   Scarcity  SituaBon!    
  5. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 16. Determine  the  Des/na/on:  10-­‐min  Drive    
  17. 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. 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. 19. talent.linkedin.com  

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