Lou Adler

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Lou Adler's Spring 2008 ERE Expo presentation

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  • Lou Adler

    1. 1. The Extreme Recruiting Series Finding and Hiring Passive Candidates Based on Lou Adler’s Hire With Your Head Using Performance-based Hiring to Build Great Teams (John Wiley & Sons, 2007) ©2008. All Rights Reserved. The Adler Group, Inc. www.adlerconcepts.com
    2. 2. Overview/Agenda <ul><li>Performance-based Hiring </li></ul><ul><li>Is Sourcing the Problem? </li></ul><ul><li>Theory of Recruiting </li></ul><ul><li>Job-hunting Psychology of Top Performers </li></ul><ul><li>Sourcing Passive Candidates </li></ul><ul><li>Recruiting Passive Candidates </li></ul>
    3. 3. Perfect Fit vs. Best Fit <ul><li>Perfect Fit = candidate who meets all of the criteria on the job description and is ready to take your offer under your terms. (X) </li></ul><ul><ul><li>Intervention 1 : shift the hiring decision to those who can successfully do the work  much bigger pool of candidates. (2X) </li></ul></ul><ul><ul><li>Intervention 2 : get people to consider your job as a career opportunity vs. compensation move. (2X) </li></ul></ul><ul><li>Best Fit = candidate who can successfully do the work and accepts a competitive offer since it’s a great career move. (4X) </li></ul>
    4. 4. Is Sourcing the Problem? <ul><li>There’s more to sourcing than finding candidates! </li></ul>
    5. 5. The Magic Bus Theory of Recruiting <ul><li>The Law of Positive Energy </li></ul><ul><ul><li>The more passive the candidate, the more active you need to be </li></ul></ul><ul><li>Recruiting Persistence </li></ul><ul><ul><li>“ No” means need more info </li></ul></ul><ul><ul><li>Don’t give up until candidate has enough info to decide </li></ul></ul><ul><li>Recruiting Inflection Point </li></ul><ul><ul><li>Point when candidate moves from buyer to seller </li></ul></ul>No?
    6. 6. The Magic Bus Theory of Recruiting <ul><li>The Law of Positive Energy </li></ul><ul><ul><li>The more passive the candidate, the more active you need to be </li></ul></ul><ul><li>Recruiting Persistence </li></ul><ul><ul><li>“ No” means need more info </li></ul></ul><ul><ul><li>Don’t give up until candidate has enough info to decide </li></ul></ul><ul><li>Recruiting Inflection Point </li></ul><ul><ul><li>Point when candidate moves from buyer to seller </li></ul></ul>
    7. 7. Sourcing Sweet Spot TOP PEOPLE Multi-talented/flexible Consistent results Need little direction Exceed expectations Work well with team
    8. 8. How Top People Decide <ul><li>First Contact </li></ul><ul><li>Professionalism of process </li></ul><ul><li>Knowledge of recruiter </li></ul><ul><li>Potential of job/EVP/company </li></ul><ul><li>Quality of phone screen </li></ul><ul><li>Interviewing Process </li></ul><ul><li>Professionalism of process </li></ul><ul><li>Hiring manager & team </li></ul><ul><li>Clear understanding of job </li></ul><ul><li>Opportunity vs. other jobs </li></ul><ul><li>Offer Acceptance Process </li></ul><ul><li>Job match – growth/stretch </li></ul><ul><li>Hiring manager & team </li></ul><ul><li>Company & industry </li></ul><ul><li>Compensation – competitive </li></ul>TOP PEOPLE Multi-talented/flexible Consistent results Need little direction Exceed expectations Work well with team
    9. 9. The “30% PLUS!” Solution Traditional jobs are not attractive to great employees! Another Job PLUS = Hiring Manager’s Total Commitment! + + Tactical Strategic 1 st - Offer Better Jobs 2 nd - Offer Better Careers 30% Rule = $$/Quality Job Stretch Job Growth
    10. 10. Taking the Assignment <ul><ul><li>Create Performance Profiles – DOING not HAVING! </li></ul></ul><ul><ul><li>What does the person need to DO to be successful? Define 1-2 big tasks/projects. </li></ul></ul><ul><ul><li>Quickly identify the top 2-3 things person needs to do to accomplish the above. </li></ul></ul><ul><ul><ul><li>Use a time line (1 st month, 1 st quarter, etc.) </li></ul></ul></ul><ul><ul><li>What’s the biggest team project or task? </li></ul></ul><ul><ul><li>Create an Employee Value Proposition. </li></ul></ul><ul><ul><ul><li>Why would a top person want this job? </li></ul></ul></ul><ul><ul><ul><li>Why is it better than competing jobs? </li></ul></ul></ul><ul><ul><ul><li>Is it a part of a bigger project or a career step? </li></ul></ul></ul>1 Year Today 30 days 6 months
    11. 11. How to Source Top Candidates <ul><li>Pre-Sourcing </li></ul><ul><li>Be top recruiter </li></ul><ul><li>Understand job & EVP </li></ul><ul><li>Prepare candidate profile </li></ul><ul><li>Write compelling ad </li></ul><ul><li>Phase I: Tiptoers $$ </li></ul><ul><li>Networking through ERP </li></ul><ul><li>Be found using Google </li></ul><ul><ul><li>Use aggregators </li></ul></ul><ul><ul><li>Get to the top of the list </li></ul></ul><ul><ul><li>PPC & organic search </li></ul></ul><ul><li>Resume DB w/ CRM </li></ul><ul><li>BountyJobs or recruiter networks </li></ul><ul><li>Phase II: Selective $$ </li></ul><ul><li>Select niche sites </li></ul><ul><li>Talent Hubs </li></ul><ul><li>New technologies </li></ul><ul><li>Phase III: Expanded $$$ </li></ul><ul><li>Creative campaigns </li></ul><ul><li>Web analytics & metrics </li></ul><ul><li>Upgrade career web site </li></ul><ul><li>Use Jobs2Web </li></ul><ul><li>Phase IV: Semi-Passive $$$$ </li></ul><ul><li>Proactive ERP </li></ul><ul><li>Name generation </li></ul><ul><li>Phone contact </li></ul><ul><li>Networking </li></ul>
    12. 12. Passive Sourcing Metrics <ul><li>Calling passive candidates must be a planned process </li></ul><ul><li>Maintaining applicant control is the key to networking </li></ul><ul><li>Call only warm leads – they’ll call you back! </li></ul>Metrics Worst Case Best Case Comments # 1 st Calls 100 100 Don’t call a cold list! % Return 25% = 25 80% = 80 Only call warm referrals! % Yes 25% = 5 85% = 70 Ask “the YES question!” % Worthy 25% = 1-2 85% = 60 Pre-qualify everyone! # Referrals 0-1/yes = 5-6 2-3/yes = 150 You must get referrals # Candidates 20% = 1-2 50% = 75! Don’t waste your time Productivity < 1/day 3-4 people/day Networking is the key
    13. 13. Structured Name Generation <ul><li>Build Networking Keyword List </li></ul><ul><li>Direct & functional competitors </li></ul><ul><ul><li>Target those doing less well </li></ul></ul><ul><li>Who knows them </li></ul><ul><ul><li>Vendors, customers </li></ul></ul><ul><li>Education, alumni, diversity </li></ul><ul><ul><li>HBCU, Society of Black Engineers </li></ul></ul><ul><li>Associations, groups, shows </li></ul><ul><ul><li>Social/business networks </li></ul></ul><ul><ul><li>Businessknowhow.com </li></ul></ul><ul><ul><li>NSHMBA, NAHN </li></ul></ul><ul><li>Recognition, awards </li></ul><ul><ul><li>100%, GPA, Eagle, Tau Beta Pi </li></ul></ul><ul><li>Use these terms to search online networks to develop candidate pools </li></ul>
    14. 14. Using LinkedIn to Expand ERP
    15. 15. Proactive Employee Referrals <ul><li>Ask about specific people including recommendations </li></ul><ul><li>Pre-qualify the people </li></ul><ul><ul><li>Only call the good ones </li></ul></ul><ul><li>Ask employee to contact </li></ul><ul><ul><li>Provide compelling ad & script </li></ul></ul><ul><li>Email w/ ad and request to talk and/or submit resume </li></ul><ul><li>Phone screen, qualify & network </li></ul><ul><ul><li>If on LinkedIn use contacts and recommendations to ask about specific names </li></ul></ul><ul><li>Start over with #2 </li></ul>
    16. 16. How to Get Voice Mails Returned <ul><li>Voice Mail Techniques </li></ul><ul><li>Direct Referral > 80% </li></ul><ul><li>Great Voice > 50% </li></ul><ul><li>Great comp & job > 80% </li></ul><ul><li>Recognized Expert > 50% </li></ul><ul><li>Multi-search > 50% </li></ul><ul><li>Email & follow-up > 50% </li></ul><ul><li>Creative > 50% </li></ul><ul><li>Create interest > 50% </li></ul>
    17. 17. The Basic Network Call <ul><li>Networking call disguised as recruiting call </li></ul><ul><li>Short introduction </li></ul><ul><li>Confidential nature </li></ul><ul><li>Ask 99% question </li></ul><ul><li>Engage 5-10 mins </li></ul><ul><li>Get names & org charts of people who aren’t looking! </li></ul>Hi, my name is _____. Your name has been mentioned to me on a very confidential basis as someone I should contact on a search effort I’m leading for a top ________. Let me ask you candidly, would you be open to explore a new career opportunity if it was clearly superior to what you’re doing today?
    18. 18. Networking Disguised as Recruiting <ul><li>Establish leverage w/ opening pitch </li></ul><ul><ul><li>Don’t lose leverage </li></ul></ul><ul><ul><li>Must only give job pitch AFTER profile </li></ul></ul><ul><ul><li>Be vague about title </li></ul></ul><ul><ul><li>Obtain profile – org chart – names </li></ul></ul><ul><li>Ask for best people who aren’t looking </li></ul><ul><ul><li>Who would you work for again? Why? </li></ul></ul><ul><ul><li>Who would you hire? Pre-qualify </li></ul></ul><ul><ul><li>Who’s best at previous company? Pre-qualify </li></ul></ul><ul><ul><li>Did anyone mentor you? </li></ul></ul><ul><ul><li>Did you mentor anyone? </li></ul></ul>
    19. 19. The Recruiter as Partner <ul><li>Impact </li></ul><ul><li>More productive </li></ul><ul><li>More satisfying </li></ul><ul><li>More influential </li></ul><ul><li>Becoming a Partner </li></ul><ul><li>Know the job </li></ul><ul><li>Find top people </li></ul><ul><li>Recognize talent </li></ul><ul><li>Recruit and close </li></ul><ul><li>Provide advice/insight </li></ul>Hiring the Best is a Team Sport Hiring Manager Corporate 0-?% Contingent 10-50% Retained 80%+
    20. 20. Next Steps <ul><li>www.adlerconcepts.com </li></ul><ul><li>Target top performers only! </li></ul><ul><li>Source in the sweet spot! </li></ul><ul><li>Don’t take “No” for an answer </li></ul><ul><li>Use the 30% PLUS rule </li></ul><ul><li>80% warm calls to pre-quals </li></ul><ul><li>Recruit 1 st , Network 2 nd </li></ul><ul><li>Become a partner & make more placements! </li></ul>

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