Your SlideShare is downloading. ×
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01

203

Published on

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
203
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
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. ERE Spring Expo 2010 The Evolution of the Corporate Headhunter - Lou Adler Replacement hiring New hiring The “Sideliners” Getting Ready for the Hiring Tsunami
  • 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 Average Best Most Best Least Best +5%-5% Rock Stars!Mistakes! Your current hiring process – these are the people you now are hiring It’s what you do with the other 90% than counts – implementing a “raising the bar” strategy
  • 6. Improving Quality of Hire Mix Average Best Most Best Least Best +5%-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 Average Best Most Best Least Best +5%-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 Explorers  Tiptoers  Googlers  Networkers  Hunters  Early‐birds  Le;overs  Prospect  Talent Pool  Key Points  Target Early-birds – plan rather than react Focus on careers – not jobs 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 Opportunity Other  OpportuniAes Current PosiAon The job itself Learning opportunity Growth opportunity Poten8al impact  Job stretch The hiring manager The team Compensa8on and  benefits Work/life balance Loca8on Company Culture Environment Security Long‐term  compensa8on Other What criteria do the top group of candidates use when comparing jobs and selecting one over the other?
  • 10. A Retrospective
  • 11. Eliminate Traditional Job Descriptions Job Description Skills Experience Academics Industry Responsibilities Competencies Performance Profile Reduce costs Grow sales Build the team Plan w/Marketing Improve process Design circuit The Difference Maker: It’s what you DO with what you HAVE, not what you HAVE that counts!
  • 12. Eliminate Traditional Job Descriptions The Difference Maker: It’s what you DO with what you HAVE, not what you HAVE that counts! Performance Profile Reduce costs Grow sales Build the team Plan w/Marketing Improve process Design circuit
  • 13. Eliminate Traditional Job Descriptions The Difference Maker: It’s what you DO with what you HAVE, not what you HAVE that counts! Performance Profile Reduce costs Grow sales Build the team Plan w/Marketing Improve process Design circuit
  • 14. Taking the Assignment: Taming Gorillas Engaging with Managers •  What does the person need to do to ace the performance review? •  What (and when) are you going to tell the person the big projects & tasks are during interview? •  Use a timeline – what does person need to do 1st, 2nd ..? •  Ask about deal breaker •  Convert HAVING to DOING and then get agreement to “just meet” the candidate Typical Examples Major: Complete system design for the ____ project by March. Major: Consistently meet quota within six months. Team: Complete product spec w/ Marketing by March. Do First: Analyze problem & plan. Do Next: Upgrade the team. Sub-task: Learn the product line.
  • 15. Attracting – Assessing – Closing Onboarding – Performance Management Why Performance Profiles? Performance Profile Reduce costs Grow sales Build the team Plan w/Marketing Improve process Design circuit Hiring Manager Recruiter Top Prospect Hiring Team
  • 16. Attracting – Assessing – Closing Onboarding – Performance Management Why Performance Profiles? Focus on the DOING not the HAVING Hiring Manager Recruiter Top Prospect Hiring Team
  • 17. Headhunter’s Favorite Weapon •  Dig into accomplishments •  See combo of behaviors, skills & competencies •  Develop trend lines •  Assess consistency •  Create opportunity gap •  Get candidate to sell you Please describe a major accomplishment or tell me about something you’ve accomplished that you’re very proud of. Use this question to assess, recruit & defend Most Significant Accomplishment Question
  • 18. Repeat the Question! TIME IMPACT Team Individual Observe the Trend of Growth over Time Have candidate prepare a 360° work chart describing work relationships Use evidence to rank and defend your candidate! Ask MSA question & fact-finding for different team, individual tasks & job-related tasks Clarify job: describe performance objective and ask about most comparable accomplishment
  • 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 Social Needs Security and Safety Needs Physiological Needs •  Stay the buyer! •  No “NOs” •  Don’t sell the job, sell the next step! •  $$$ vs. Satisfaction –  Ask: what drives personal satisfaction? •  “Not interested!” vs. a short career discussion –  That’s why we should talk –  Long vs. short term Achievement Needs Intellectual Needs Self- Actualization
  • 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

×