• Like

Lou Adler's Talent Acquisition Strategies for the Fully-Employed | Webcast

  • 700 views
Uploaded on

If you’re seeking to hire high-demand, passive candidates, you already know it’s no easy feat. Luckily for you, Lou Adler shares insights from his latest white paper and giving you the knowledge you …

If you’re seeking to hire high-demand, passive candidates, you already know it’s no easy feat. Luckily for you, Lou Adler shares insights from his latest white paper and giving you the knowledge you need to approach and recruit high-demand professionals.

Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
700
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
22
Comments
0
Likes
4

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Performance-based Hiring Recruiting Strategies for The Hardcore, Fully Employed, Hottest Candidates on the Planet Based  on  Lou  Adler’s   Hire  With  Your  Head  and   The  Essen2al  Guide  for  Hiring  &   Ge8ng  Hired       Rev  614-­‐A   budurl.com/EGFHp3  
  • 2. Today’s Objectives One Results of Study on How Job Satisfaction Drives Job-Seeking Behavior Two Developing a High-tech & High-touch Passive Candidate Recruiting Strategy Three Emphasize the Networking Capability of LinkedIn Recruiter Four Use Performance-based Hiring to Build Your Staffing Business
  • 3. Performance-based Hiring Process A Business Process for Hiring Top Talent Performance Profiles Careers, not Lateral Transfers Talent-centric Sourcing Target the Best People Evidence-based Interview Two Core Questions Integrated Recruiting Careers vs. Compensation
  • 4. Thinking  Backwards  Talent  Strategy   Is  there  a  surplus  of  the  best  people  or  scarcity?   HAVE GET BECOMEDO
  • 5. Thinking  Backwards  Talent  Strategy   Is  there  a  surplus  of  the  best  people  or  scarcity?   HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply
  • 6. Thinking  Backwards  Talent  Strategy   Is  there  a  surplus  of  the  best  people  or  scarcity?   HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar Hiring Manager Shift: 1st Define Job Not the Person! Top Candidate Shift: DOING & BECOMING vs. GETTING
  • 7. Thinking  Backwards  Talent  Strategy   Is  there  a  surplus  of  the  best  people  or  scarcity?   HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar DO BECOME Hiring Manager Shift: 1st Define Job Not the Person! Top Candidate Shift: DOING & BECOMING vs. GETTING
  • 8. Thinking Backwards Are  You  in  a  Talent  Scarcity  of  Talent  Surplus  SituaCon?   HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar Sourcing – Recruiting – Assessing – Closing On-boarding – Performance Management You Can’t Use a Talent Surplus Model in a Talent Scarcity Situation!
  • 9. Employee Satisfaction
  • 10. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Career Zones & Job-seeking
  • 11. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Career Zones & Job-seeking
  • 12. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Extraordinary   Career  Move   Significant   Career  Move   Much  BeFer   Job   Somewhat   BeFer  Job   Career Zones & Job-seeking
  • 13. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Extraordinary   Career  Move   Significant   Career  Move   Much  BeFer   Job   Somewhat   BeFer  Job   Career Zones & Job-seeking 20% - Ads30% - ERP50% - Networking
  • 14. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Extraordinary   Career  Move   Significant   Career  Move   Much  BeFer   Job   Somewhat   BeFer  Job   Career Zones & Job-seeking Shift to Steeper Part of the Career Zone Curve 20% - Ads30% - ERP50% - Networking
  • 15. Satisfaction by Career Zone 45%   9%   4%   1%   44%   53%   29%   19%   4%   3%   16%   21%   25%   25%   8%   22%   46%   55%   72%   Very  saRsfied   Somewhat   saRsfied   Neither  saRsfied   nor  dissaRsfied   Somewhat   dissaRsfied   Very  dissaRsfied   Zone  1  -­‐  Passive   Zone  2  -­‐  Explorers   Zone  3  -­‐  Tiptoers   Zone  4  -­‐  AcRve   38% 41% 9% 9% 3%
  • 16. Shift from HAVING to DOING
  • 17. Shift from HAVING to DOING This is not a job description. It’s a person description.
  • 18. Shift from HAVING to DOING This is not a job description. It’s a person description.
  • 19. Shift from HAVING to DOING What’s the Real Job? •  Collaborate with sales rep to develop customer solutions at C-level in F500 companies •  Lead intense detailed product spec presentations to sophisticated 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 projections This is not a job description. It’s a person description.
  • 20. 3D Dynamic 360° Networking Mentors Mentees Co-workers Advisors Consultants Vendors Customers LinkedIn Groups Nodes Project Managers Project Team Members Who knows my candidate?
  • 21. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness
  • 22. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs
  • 23. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs Surplus Strategy! Scarcity Strategy!
  • 24. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs •  Who is the best person you’ve worked with in the past few years? •  Why is the person top notch? •  Would the person return my call if I mentioned your name? Why this is important: •  They call you back •  They’re qualified •  Ask the “Yes” question •  Recruit 1st – Network 2nd •  Use 80/20 Referral Rule Surplus Strategy! Scarcity Strategy!
  • 25. The Value of Your Connectedness Why this is important: •  They call you back •  They’re qualified •  Ask the “Yes” question •  Recruit 1st – Network 2nd •  Use 80/20 Referral Rule
  • 26. The Value of Your Connectedness Why this is important: •  They call you back •  They’re qualified •  Ask the “Yes” question •  Recruit 1st – Network 2nd •  Use 80/20 Referral Rule The Golden Rule of Passive Candidate Recruiting Cold calling 3rd degree  is   a  Rme-­‐waster.     Networking  is  beFer,   but  ..   Ge[ng  warm,  pre-­‐ qualified  referrals  is  a   game-­‐changer!
  • 27. Getting 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   ge8ng  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  
  • 28. Getting the Right People on the Bus Driver è Passenger è Backseat è Driver Takes 10 minutes to figure out where you’re going Overcome concerns, objections, and Day 1 issues Get the candidate to sell you! Get the wrong people off the best and get the right people on the bus è get referrals Applicant Control
  • 29. Determine the Destination: 10-min Drive “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?”
  • 30. Recruiting Rule #1 Sell the next step, not the job! No – Maybe – Yes
  • 31. Here’s what we know: -  The best get their jobs via networking -  The best want career moves -  The best move slower -  Everyone asks about what they get until they know what they can do and become -  The best are in a talent scarcity situation -  Too many recruiters screen on skills and getting -  Too many managers don’t know the job So given this, here’s what you need to do:
  • 32. Basic Rule of Recruiting: - to increase quality of hire and recruiter productivity Maximize Best Practices, Minimize the Time Wasters!
  • 33. Summary - ✔ Think Scarcity, Backwards, System ✔ Define job, convert it into a career ✔  Implement a 50/30/20 sourcing program – in reverse ✔  A warm, pre-qualified referral is 5X è quality and effectiveness ✔  Don’t take “NO” for an answer ✔  Drive the bus: from the first stop to the final destination!
  • 34. Next Steps - ✔  Become Performance- based Hiring Certified ✔  Talent leaders are invited to audit Mod 1 of online workshop July 2nd ✔  Find out about our advocacy program Budurl.com/EGFHp3 info@louadlergroup.com