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Convert Your Corporate Recruiters into Darwinian Headhunters
 

Convert Your Corporate Recruiters into Darwinian Headhunters

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Lou Adler's presentation from the ERE Expo Spring 2010.

Lou Adler's presentation from the ERE Expo Spring 2010.

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    Convert Your Corporate Recruiters into Darwinian Headhunters Convert Your Corporate Recruiters into Darwinian Headhunters Document Transcript

    • Converting Corporate Recruiters into Headhunters ERE Spring Expo 2010 The Evolution of the Corporate Headhunter - Lou Adler Getting Ready for the Hiring Tsunami New hiring Replacement The hiring “Sideliners” Evolution of the Corporate Headhunter ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Agenda and Objectives • Are you a corporate recruiter or corporate headhunter? • You need to be a headhunter to maximize quality of hire: “reach out” vs. “post and pray” • Job-hunting psychology of the top performer • Making the conversion to headhunter – Know the job – Maintain applicant control – Tame your hiring managers • Testing it out The Employee Market • Corporate recruiters focus on those now looking - farmers • Corporate headhunters focus on those getting ready to look and those open to talk • Requires different process • Where are the best people? • Hiring tsunami coming • Key: first, fast & with best career offer ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Improving Quality of Hire Mix Least Average Most -5% Best Best Best +5% Your current hiring process – these are the people you now are hiring Mistakes! Rock Stars! It’s what you do with the other 90% than counts – implementing a “raising the bar” strategy Improving Quality of Hire Mix Least Average Most -5% Best Best Best +5% Observations • Everyone looks good when they’re hired. What happened? • Discerning the “most best” is difficult during interview • Top-third uses different criteria to find positions and apply • Top-third uses different criteria to compare and select • Top-third will not follow traditional approaches • Break some rules to maximize quality of hire ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Improving Quality of Hire Mix Least Average Most -5% Best Best Best +5% Converting Observations into Tactics • What are the “most best” looking for – lateral transfers, better jobs or better careers? • What are the prime sourcing channels for the top group? • When is the best time to source the top group? • What criteria does top group use to compare opportunities and select one over the other? Career Focused Early-bird Sourcing Early‐birds Leftovers Explorers Tiptoers Googlers Networkers Hunters Key Points Target Early-birds – plan rather than react Prospect Focus on careers – not jobs Talent Pool Ask: “How long have you been looking?” Be called first – Be found first – Day “-1” Allow for “just talking” – Don’t force “apply” Know the job – not the job description! ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Target the 48mm people on LinkedIn who aren’t looking – the Cherry Picker Networking Technique Use for ERP and Close Connections Formalize the Candidate Decision Selection Factor New Other  Current Opportunity Opportunities Position The job itself Learning opportunity Growth opportunity What criteria do the top Potential impact  Job stretch group of candidates use The hiring manager The team when comparing jobs and Compensation and  benefits selecting one over the Work/life balance Location other? Company Culture Environment Security Long‐term  compensation Other ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters A Retrospective Eliminate Traditional Job Descriptions Performance Profile Reduce costs The Difference Grow sales Build the team Maker: It’s what Plan w/Marketing Improve process you DO with what Design circuit you HAVE, not what you HAVE that counts! Job Description Skills Experience Academics Industry Responsibilities Competencies ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Taking the Assignment: Taming Gorillas Engaging with Managers Typical Examples • What does the person need to do to ace the performance Major: Complete system design for review? the ____ project by March. • What are you going to tell the Major: Consistently meet quota person the big projects & within six months. tasks are during interview? Team: Complete product spec • Use a timeline – what does w/ Marketing by March. person need to do 1st, 2nd ..? • Ask about deal breaker Do First: Analyze problem & plan. • Convert HAVING to DOING Do Next: Upgrade the team. and then get agreement to Sub-task: Learn the product line. “just meet” the candidate Why Performance Profiles? Hiring Top Manager Focus on Prospect the DOING not the Hiring Recruiter HAVING Team Attracting – Assessing – Closing Onboarding – Performance Management ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Headhunter’s Favorite Weapon Use this question to assess, recruit & defend Most Significant Accomplishment Question • Dig into accomplishments Please describe a • See combo of behaviors, major accomplishment skills & competencies or tell me about • Evaluate team, tech & job- something you’ve related factors accomplished that • Develop trend lines you’re very proud of. • Assess consistency/growth • Recruit, respect & establish standards Repeat the Question! Ask MSA question & fact-finding for IMPACT different team, individual tasks & job-related tasks Individual Clarify job: describe performance objective and ask about most comparable accomplishment Team Have candidate prepare a 360 work chart describing work relationships TIME Use evidence to rank Observe the Trend of Growth over Time and defend your candidate! ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com
    • Converting Corporate Recruiters into Headhunters Maslow’s Headhunter Tips • No “NOs” • Don’t sell the job, sell Self- Actualization the next step! Intellectual • $$$ vs. Satisfaction Needs – Ask: what drives personal Achievement satisfaction? Needs • “Not interested!” vs. a Social Needs short career discussion Security and – That’s why we should talk Safety Needs – Long vs. short term Physiological Needs Becoming a Corporate Headhunter • Reach out vs. post and pray • Convert job descriptions into performance profiles • Convert performance profiles into career moves • Implement early-bird “engage first” sourcing strategy • Maintain applicant control • Use the interview/screen to assess, recruit and defend • Persist – No “NOs” Maximize Quality of Hire ©2010. All Rights Reserved. The Adler Group, Inc.  www.adlerconcepts.com  info@adlerconcepts.com