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Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
Performance Based Hiring | SourceIn New York
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Performance Based Hiring | SourceIn New York

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From SourceIn New York, Lou Adler shares how recruiters can change their sourcing strategy to find high quality talent for clients. …

From SourceIn New York, Lou Adler shares how recruiters can change their sourcing strategy to find high quality talent for clients.

Learn more about LinkedIn Talent Solutions for recruitment firms: http://linkd.in/1iTsTH5
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  • 1. Performance-based Hiring Unconventional Recruiting Strategies for Finding the Most Talented, Fully-Employed, High-demand Candidates on the Planet & Grow Your Business, Too 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 The Big Ones Some different ideas on becoming a better recruiter and growing your business Almost as Big Benchmark how best people find jobs and how to find and recruit them Slow Dancing Tactics Use LinkedIn Recruiter to convert strangers into pre- qualified referrals Putting it All Together Use Performance-based Hiring to grow your staffing firm
  • 3. JOLTs  Report  through  April  2014   U.S.  Unique  Job  Opening  –  DOL     Opportunity awaits!
  • 4. Benchmark Best Practices Differentiate on Process, not Price Performance Profiles Careers, not Lateral Transfers Talent-centric Sourcing Target the Best People Evidence-based Interview Two Core Questions Integrated Recruiting Careers vs. Compensation
  • 5. Thinking  Backwards  Talent  Strategy   For  jobs  with  fees,  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
  • 6. Thinking Backwards Are  You  in  a  Talent  Scarcity  of  Talent  Surplus  SituaKon?   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! Why not make this your differentiator?
  • 7. Zone  1   Zone  2   Zone  3   Zone  4   Very ActiveTiptoersExplorersSuper Passive Time   Growth  and  Impact   Extraordinary   Career  Move   Significant   Career  Move   Much  BePer   Job   Somewhat   BePer  Job   How Do Best People Look? Shift to Steeper Part of the Career Zone Curve 20% - Ads30% - Email50% - Networking Use  Career  Zones  to  PosiKon  Your  Candidate  
  • 8. Shift from HAVING to DOING
  • 9. 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.
  • 10. 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. Business Development Idea Prepare a complimentary performance-based job description to demonstrate your expertise
  • 11. Think Referrals: 360° Networking Mentors Mentees Co-workers Advisors Consultants Vendors Customers LinkedIn Groups Nodes Project Managers Project Team Members “Who is” or “Who knows” my candidate?
  • 12. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You What’s Your Talent Strategy? In-Out Referrals, Offer Careers or Out-In Strangers, Offer 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 Transactional, Lower Fees, Speed Strategy! Discovery, Higher Fees, Quality Strategy!
  • 13. What’s Your Talent Strategy? 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 100X Golden Rule of Passive Candidate Recruiting Cold calling 3rd degree  is   a  Rme-­‐waster.     Networking  is  bePer,   but  ..   GeVng  warm,  pre-­‐ qualified  referrals  is  a   game-­‐changer!
  • 14. 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
  • 15. 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 S L O W Dancing
  • 16. 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?”
  • 17. Slow Dance, but Lead Sell the next step, not the job! No – Maybe – Yes
  • 18. 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 100X è quality and effectiveness ✔  Don’t take “NO” for an answer ✔  Drive the bus: Slow dance, from the first stop to the final destination!
  • 19. Build Your Business – Be Different Performance Profiles DOING vs. HAVING Talent-centric Sourcing Target the Best People 50/30/20 Evidence-based Interview Assess, Recruit, Defend! Integrated Recruiting Careers vs. Compensation Differentiate on Process & Quality, not Price
  • 20. Build Your Business – Be Different Differentiate on Process & Quality, not Price Next Steps - ✔  Become Performance-based Hiring Certified, next session starts 7/2 ✔  Biz Dev: invite a client to our next Recruiter & Hiring Manager intro to Performance-based Hiring webcast on 6/24 ✔  info@louadlergroup.com

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