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Convert Your Corporate Recruiters into Darwinian Headhunters
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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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  • 1. ERE Spring Expo 2010 The Evolution of the Corporate Headhunter - Lou Adler Getting Ready for the Hiring Tsunami New hiring Replacement The hiring “Sideliners”
  • 2. Evolution of the Corporate Headhunter
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. 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
  • 7. 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?
  • 8. Career Focused Early-bird Sourcing Early‐birds  Le;overs  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!
  • 9. Formalize the Candidate Decision SelecAon Factor New Other  Current Opportunity OpportuniAes PosiAon The job itself Learning opportunity Growth opportunity Poten8al impact  Job stretch What criteria do the top The hiring manager The team group of candidates use Compensa8on and  benefits when comparing jobs and selecting one over the Work/life balance Loca8on Company other? Culture Environment Security Long‐term  compensa8on Other
  • 10. A Retrospective
  • 11. 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
  • 12. 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!
  • 13. 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!
  • 14. 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 (and when) are you Major: Consistently meet quota going to tell the person the within six months. big projects & tasks are during interview? Team: Complete product spec w/ Marketing by March. •  Use a timeline – what does person need to do 1st, 2nd ..? Do First: Analyze problem & plan. •  Ask about deal breaker Do Next: Upgrade the team. •  Convert HAVING to DOING Sub-task: Learn the product line. and then get agreement to “just meet” the candidate
  • 15. Why Performance Profiles? Hiring Top Performance Manager Prospect Profile Reduce costs Grow sales Build the team Plan w/Marketing Improve process Design circuit Hiring Recruiter Team Attracting – Assessing – Closing Onboarding – Performance Management
  • 16. Why Performance Profiles? Hiring Top Manager Focus on Prospect the DOING not the Hiring Recruiter HAVING Team Attracting – Assessing – Closing Onboarding – Performance Management
  • 17. 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 •  Develop trend lines something you’ve •  Assess consistency accomplished that •  Create opportunity gap you’re very proud of. •  Get candidate to sell you
  • 18. Repeat the Question! Ask MSA question & fact-finding IMPACT for 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!
  • 19. Target the 48mm people on LinkedIn who aren’t looking – the Cherry Picker Networking Technique Use for ERP and Close Connections
  • 20. Maslow’s Headhunter Tips •  Stay the buyer! •  No “NOs” Self- •  Don’t sell the job, sell Actualization the next step! Intellectual Needs •  $$$ vs. Satisfaction Achievement –  Ask: what drives personal Needs satisfaction? Social Needs •  “Not interested!” vs. a Security and short career discussion Safety Needs –  That’s why we should talk Physiological Needs –  Long vs. short term
  • 21. 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
  • 22. Becoming a Corporate Headhunter •  Audit Recruiter Boot Camp Online - April 2nd – we’ll walk you through the performance profile process. –  info@adlerconcepts.com •  Go to our table to obtain: –  Hire With Your Head raffle –  Audit pass to Mod 1 of Recruiter Boot Camp Online –  Hot tip cards –  Opportunity to attend full Recruiter Boot Camp Online raffle Maximize Quality of Hire