ERE Spring Expo 2010
The Evolution of the
Corporate Headhunter
- Lou Adler
Replacement
hiring
New hiring
The
“Sideliners”
...
Evolution of the Corporate Headhunter
Agenda and Objectives
•  Are you a corporate recruiter or corporate
headhunter?
•  You need to be a headhunter to maximize...
The Employee Market
•  Corporate recruiters focus on
those now looking - farmers
•  Corporate headhunters focus
on those g...
Improving Quality of Hire Mix
Average
Best
Most
Best
Least
Best +5%-5%
Rock Stars!Mistakes!
Your current hiring process – ...
Improving Quality of Hire Mix
Average
Best
Most
Best
Least
Best +5%-5%
Observations
•  Everyone looks good when they’re hi...
Improving Quality of Hire Mix
Average
Best
Most
Best
Least
Best +5%-5%
Converting Observations into Tactics
•  What are th...
Career Focused Early-bird Sourcing
Explorers  Tiptoers  Googlers  Networkers  Hunters 
Early‐birds  Le;overs 
Prospect 
Ta...
Formalize the Candidate Decision
SelecAon Factor New
Opportunity
Other 
OpportuniAes
Current
PosiAon
The job itself
Learni...
A Retrospective
Eliminate Traditional Job Descriptions
Job Description
Skills
Experience
Academics
Industry
Responsibilities
Competencies
...
Eliminate Traditional Job Descriptions
The Difference
Maker: It’s what
you DO with what
you HAVE, not
what you HAVE
that c...
Eliminate Traditional Job Descriptions
The Difference
Maker: It’s what
you DO with what
you HAVE, not
what you HAVE
that c...
Taking the Assignment: Taming Gorillas
Engaging with Managers
•  What does the person need
to do to ace the performance
re...
Attracting – Assessing – Closing
Onboarding – Performance Management
Why Performance Profiles?
Performance
Profile
Reduce ...
Attracting – Assessing – Closing
Onboarding – Performance Management
Why Performance Profiles?
Focus on
the
DOING
not the
...
Headhunter’s Favorite Weapon
•  Dig into accomplishments
•  See combo of behaviors,
skills & competencies
•  Develop trend...
Repeat the Question!
TIME
IMPACT
Team
Individual
Observe the Trend of Growth over Time
Have candidate prepare a 360°
work ...
Target the 48mm people
on LinkedIn who aren’t
looking – the Cherry
Picker Networking
Technique
Use for ERP and Close
Conne...
Maslow’s Headhunter Tips
Social Needs
Security and
Safety Needs
Physiological Needs
•  Stay the buyer!
•  No “NOs”
•  Don’...
Becoming a Corporate Headhunter
•  Reach out vs. post and pray
•  Convert job descriptions into
performance profiles
•  Co...
Becoming a Corporate Headhunter
•  Audit Recruiter Boot Camp Online -
April 2nd – we’ll walk you through the
performance p...
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Louadlerhowtobealinkedinheadhunter12736126609998phpapp02 12741207197991 Phpapp01

  1. 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. 2. Evolution of the Corporate Headhunter
  3. 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. 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. 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. 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. 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. 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. 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. 10. A Retrospective
  11. 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. 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. 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. 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. 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. 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. 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. 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. 19. Target the 48mm people on LinkedIn who aren’t looking – the Cherry Picker Networking Technique Use for ERP and Close Connections
  20. 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. 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. 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

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