1) The presentation discussed how corporate recruiters can become corporate headhunters by taking a more proactive approach to sourcing candidates, focusing on attracting top performers before they begin looking for new roles.
2) It emphasized converting traditional job descriptions into performance profiles that focus on outcomes and career growth opportunities rather than skills and responsibilities.
3) The presentation provided strategies for headhunters to maintain control of the application process and source candidates through early engagement rather than passive posting and screening.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
This document discusses achieving business excellence through strategies like having a clear vision and communication plan, flawless execution, a performance-oriented culture with high standards, and an agile organization. It provides examples of companies that exemplify excellence like Southwest Airlines, Dell, Toyota, and Starbucks. Key lessons from top CEOs emphasize having an outside perspective, passion for the job, understanding culture, and creating next-generation solutions. Maintaining excellence requires clear communication, forcing hard decisions, focusing on results, and remaining flexible to change.
This document discusses differences between active and passive candidates, best practices for recruiting passive candidates, and LinkedIn Recruitment Insights offerings. It notes that active candidates will apply to jobs directly, while passive candidates do not actively search but may still be interested in opportunities. It recommends understanding your target audience, positioning your company as an employer of choice, measuring results, and engaging top talent. It also describes LinkedIn tools like benchmark and campaign impact surveys that can provide insights into how candidates view a company and measure the effects of recruitment campaigns.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
This document discusses achieving business excellence through strategies like having a clear vision and communication plan, flawless execution, a performance-oriented culture with high standards, and an agile organization. It provides examples of companies that exemplify excellence like Southwest Airlines, Dell, Toyota, and Starbucks. Key lessons from top CEOs emphasize having an outside perspective, passion for the job, understanding culture, and creating next-generation solutions. Maintaining excellence requires clear communication, forcing hard decisions, focusing on results, and remaining flexible to change.
This document discusses differences between active and passive candidates, best practices for recruiting passive candidates, and LinkedIn Recruitment Insights offerings. It notes that active candidates will apply to jobs directly, while passive candidates do not actively search but may still be interested in opportunities. It recommends understanding your target audience, positioning your company as an employer of choice, measuring results, and engaging top talent. It also describes LinkedIn tools like benchmark and campaign impact surveys that can provide insights into how candidates view a company and measure the effects of recruitment campaigns.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
The document discusses seven steps to improve sales recruitment and avoid hiring poorly performing salespeople. It recommends 1) considering whether industry experience is necessary or if sales skills can be trained, 2) targeting advertisements to attract the right candidates, 3) evaluating sales pitches, 4) using personality assessments during interviews, 5) administering sales-focused tests, 6) making conditional offers quickly while thoroughly checking references, and 7) providing training but being willing to terminate new hires within 90 days if they do not meet performance standards. The document emphasizes using objective evaluations to recruit top performers who are a good personality and skills fit while avoiding costly hiring mistakes.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
Armstrong Franklin is an executive search and consulting firm headquartered in Philadelphia with offices around the world. It specializes in helping clients gain a competitive advantage through acquiring high potential talent. The document discusses Armstrong Franklin's focus on performance, talent acquisition process, industry and functional expertise, value proposition, recent searches, and managing partner Jim Parker's background.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
Armstrong Franklin is an executive search and consulting firm headquartered in Philadelphia with offices globally. It specializes in helping clients gain a competitive advantage through acquiring high potential talent. The document discusses Armstrong Franklin's emphasis on hiring the best people to drive business results. It outlines their full range services including executive, mid-level, and talent pipeline searches across various industries and functions. Armstrong Franklin aims to partner closely with clients to design customized solutions through high service levels and industry expertise to attract world-class talent.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
This document summarizes the services provided by Assessment Edge, including occupational assessments for hiring, training, and management that are available in 32 languages across 122 countries. It describes how Assessment Edge's ProfileXT assessment measures job fit and can be used for employee selection, onboarding, management, and strategic workforce planning. The assessment evaluates thinking style, behaviors, interests, and match to specific jobs.
The document discusses why sales training often fails to have its intended impact and provides recommendations for improving effectiveness. It notes that most of the skills from training are lost within a week without application. Two case studies are presented of individuals whose training was not effective - Jill, who was capable but unmotivated to apply the new skills, and Sam, who was motivated but overwhelmed trying to apply them. The document analyzes the specific barriers each faced and provides strategies to address them, such as tailored application tools and ongoing coaching. It concludes with a top 10 list of recommendations to make sales training more impactful, starting with gaining leadership commitment and focusing training on key skill gaps.
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
User experience architect performance appraisallopedhapper
This document provides information and materials for evaluating the performance of a user experience architect, including:
1. A sample performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for various factors like attitude, creativity, decision-making, and teamwork.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree feedback.
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
The document discusses talent acquisition and alignment. It emphasizes that having the right people is crucial for business performance. It outlines challenges in recruiting and hiring, such as workforce skills, diversity, and innovation needs. The document then provides guidance on defining job requirements, building candidate pipelines, screening for eligibility, assessing suitability using tools like competency models and questionnaires, and conducting interviews. The overall message is that companies should implement a systematic talent acquisition process using the proper tools to hire and promote the right people the first time.
Brick House Partners is an executive search firm focused on marketing and advertising roles. The firm was founded in 2008 by Ralph Cutcher, who has extensive experience in marketing leadership roles at both agencies and client-side companies. Brick House Partners takes a personalized approach to searches, prioritizing cultural fit over just experience or skills. They immerse themselves in a client's business to fully understand their needs before conducting a thorough search and candidate vetting process.
This document discusses how HR can transition from an administrative function to a more strategic business partner role. It provides an overview of survey results showing that while 50% of HR professionals see themselves as strategic partners, only 17% are involved in major initiatives from the initial stages. The document outlines tactics for HR to adopt a more strategic mindset, such as focusing on human capital as an investment, taking a consultative approach, and developing business literacy. The goal is for HR to help achieve alignment among an organization's strategy, structure, and culture.
The document discusses how a leader's energy, love, and passion impacts the culture of an organization. It states that a leader's optimism and vision are important for inspiring employees, but that building trust and engaging relationships are also necessary to achieve goals. It emphasizes nurturing culture, communicating positively, and showing appreciation to employees.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses seven steps to improve sales recruitment and avoid hiring poorly performing salespeople. It recommends 1) considering whether industry experience is necessary or if sales skills can be trained, 2) targeting advertisements to attract the right candidates, 3) evaluating sales pitches, 4) using personality assessments during interviews, 5) administering sales-focused tests, 6) making conditional offers quickly while thoroughly checking references, and 7) providing training but being willing to terminate new hires within 90 days if they do not meet performance standards. The document emphasizes using objective evaluations to recruit top performers who are a good personality and skills fit while avoiding costly hiring mistakes.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
Armstrong Franklin is an executive search and consulting firm headquartered in Philadelphia with offices around the world. It specializes in helping clients gain a competitive advantage through acquiring high potential talent. The document discusses Armstrong Franklin's focus on performance, talent acquisition process, industry and functional expertise, value proposition, recent searches, and managing partner Jim Parker's background.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
Armstrong Franklin is an executive search and consulting firm headquartered in Philadelphia with offices globally. It specializes in helping clients gain a competitive advantage through acquiring high potential talent. The document discusses Armstrong Franklin's emphasis on hiring the best people to drive business results. It outlines their full range services including executive, mid-level, and talent pipeline searches across various industries and functions. Armstrong Franklin aims to partner closely with clients to design customized solutions through high service levels and industry expertise to attract world-class talent.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
This document summarizes the services provided by Assessment Edge, including occupational assessments for hiring, training, and management that are available in 32 languages across 122 countries. It describes how Assessment Edge's ProfileXT assessment measures job fit and can be used for employee selection, onboarding, management, and strategic workforce planning. The assessment evaluates thinking style, behaviors, interests, and match to specific jobs.
The document discusses why sales training often fails to have its intended impact and provides recommendations for improving effectiveness. It notes that most of the skills from training are lost within a week without application. Two case studies are presented of individuals whose training was not effective - Jill, who was capable but unmotivated to apply the new skills, and Sam, who was motivated but overwhelmed trying to apply them. The document analyzes the specific barriers each faced and provides strategies to address them, such as tailored application tools and ongoing coaching. It concludes with a top 10 list of recommendations to make sales training more impactful, starting with gaining leadership commitment and focusing training on key skill gaps.
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
User experience architect performance appraisallopedhapper
This document provides information and materials for evaluating the performance of a user experience architect, including:
1. A sample performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for various factors like attitude, creativity, decision-making, and teamwork.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree feedback.
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
The document discusses talent acquisition and alignment. It emphasizes that having the right people is crucial for business performance. It outlines challenges in recruiting and hiring, such as workforce skills, diversity, and innovation needs. The document then provides guidance on defining job requirements, building candidate pipelines, screening for eligibility, assessing suitability using tools like competency models and questionnaires, and conducting interviews. The overall message is that companies should implement a systematic talent acquisition process using the proper tools to hire and promote the right people the first time.
Brick House Partners is an executive search firm focused on marketing and advertising roles. The firm was founded in 2008 by Ralph Cutcher, who has extensive experience in marketing leadership roles at both agencies and client-side companies. Brick House Partners takes a personalized approach to searches, prioritizing cultural fit over just experience or skills. They immerse themselves in a client's business to fully understand their needs before conducting a thorough search and candidate vetting process.
This document discusses how HR can transition from an administrative function to a more strategic business partner role. It provides an overview of survey results showing that while 50% of HR professionals see themselves as strategic partners, only 17% are involved in major initiatives from the initial stages. The document outlines tactics for HR to adopt a more strategic mindset, such as focusing on human capital as an investment, taking a consultative approach, and developing business literacy. The goal is for HR to help achieve alignment among an organization's strategy, structure, and culture.
The document discusses how a leader's energy, love, and passion impacts the culture of an organization. It states that a leader's optimism and vision are important for inspiring employees, but that building trust and engaging relationships are also necessary to achieve goals. It emphasizes nurturing culture, communicating positively, and showing appreciation to employees.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document announces several upcoming events in November 2009 in Wilmington, Ohio, including presentations by motivational speaker Jon Gordon, a high school play, a college theater production, a free movie, and a Main Street event. It thanks the host and sponsors who made the events possible and provides sign-up information for future event updates and Jon Gordon's newsletter.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
The document discusses how corporate recruiters can become more effective "corporate headhunters" by focusing on attracting passive and top talent, not just active job seekers. It recommends using a performance profile approach rather than traditional job descriptions to focus on what candidates will do rather than their qualifications. The presentation provides tips for sourcing early-bird candidates, maintaining applicant control, conducting interviews to assess and recruit, and persuading hiring managers to approve top talent even if they don't perfectly match preconceived job requirements. Attendees are invited to enter raffles and get materials to help improve their recruiting and hiring approach.
The document provides best practices for attracting and retaining top talent. It recommends treating hiring as a critical business process with planning, recruiting, and selection steps. Companies should consider fit as well as skills, and articulate what new hires will achieve. Talent acquisition can strengthen branding if done well. Total rewards packages should include competitive pay, job security, training, and flexible benefits to engage employees.
How to interview effectively for retail jobs: cpl jobs - irelandCplJobs
Arleen Quigg, head of Cpl Retail (market leader in the recruitment of retail staff in Ireland) provides information to employers documenting how to interview and hire retail staff.
We hope you find this information useful and for more information or to contact Cpl Retail, visit www.cpl.ie or phone (+353) 01 614 6000.
Enjoy!
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
Techniques for Using Goals to Drive Business Execution: When Just Being Smart...Human Capital Media
Goal setting is one of the most powerful, yet underutilized tools available to support business execution. Business leaders recognize the importance of goal setting, yet few are truly effective at using goals to drive business results. Steve Hunt will explain common mistakes that limit the value of goal management and share techniques to address them. He will focus on several simple but frequently overlooked foundational techniques to improve the impact of goal management, discuss what it takes to implement them and talk about the results.
As a LinkedIn Talent Solutions customer, you have the best sourcing tool on the planet. However, great technology is only half of the equation: The best companies combine it with cutting-edge sourcing strategies. In this webinar, Lou Alder shares his master sourcing tips/tricks.
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
This document outlines the key components of building a high performance company, including planning and talent acquisition, onboarding, career management, performance evaluations, and project management. The steps described are identifying job needs, hiring effectively through interviews and assessments, onboarding and training new employees, developing employees' careers through training and leadership programs, conducting regular performance evaluations, and managing projects through goal setting, strategy and tactics, and addressing underperformance. The overall approach presented is focused on attracting and developing top talent to achieve business objectives.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
One Page Talent Management and the 4 + 2 Model of Talent Manager ExcellencesThe Talent Strategy Group
This document discusses improving talent management through a simple one page approach. It advocates managing talent like a production line by establishing clear specifications for the desired talent, assessing the available raw materials, and implementing processes to develop the talent from materials to finished product. Executives are often unhappy with talent pipelines and managing talent is one of HR's lowest capabilities, so a focus on the proven science through easy to implement practices is recommended. Questions are posed to help assess current talent practices and how to make them more effective based on the talent production line framework.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
Mercuri Urval is a consulting firm founded in Sweden in 1967 that focuses on understanding the relationship between people and business success. They have over 550 consultants worldwide and provide executive search, talent management, and organizational development services to over 6,000 clients annually. Their approach involves assessing clients' capability needs, defining job profiles, developing people and teams, and aligning strategies to fill any gaps and achieve long-lasting results.
1) Private equity firms often struggle with hiring the right executives to lead their portfolio companies. Poor executive hires can significantly lag company performance and cause the need to replace CEOs multiple times.
2) The article provides 10 commandments for private equity firms to follow to improve their success in hiring high performing executives. These include hiring a dedicated HR resource, developing a clear understanding of the key drivers of success for each role before beginning a search, tracking the performance of past searches, and using executive coaching.
3) When interviewing candidates, firms are advised to ask behavioral questions to assess cultural fit and track record, create feedback processes, and have finalists present their plan to meet objectives for thorough vetting before
Getting Sales Leadership Talent Ready for Current ChallengesRyan Heinl
The document discusses challenges facing sales leaders in today's business landscape and identifies skills gaps that need to be addressed through leadership development. It provides an overview of an assessment platform that evaluates sales talent readiness and potential through simulations and evaluations in order to develop customized learning plans. The goal is to help organizations transform their sales strategies and build leadership pipelines through ongoing development activities like coaching, assignments, and social learning.
The document discusses a presentation by Carmen Hudson on driving sourcing excellence. The presentation will cover best practices for successful sourcing teams, including how they are structured, manage communication and handoffs, and are measured. It will also address how companies that are effective at sourcing integrate it into their overall recruiting workflow to achieve high returns on their sourcing investments.
The document discusses optimal recruiting strategies and how allocating resources based on the abundance and criticality of talent can improve results. It suggests differentiating strategies based on whether talent is abundant or scarce, and whether roles are critical or less critical to the organization. A case study then demonstrates how to analyze a company's recruiting needs and allocate resources like recruiters and budgets across different types of roles.
Similar to Lou Adler How To Be A Linked In Headhunter (20)
1. ERE Spring Expo 2010
The Evolution of the
Corporate Headhunter
- Lou Adler
Getting Ready for the Hiring Tsunami
New hiring
Replacement
The hiring
“Sideliners”
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
Least Average Most
-5% Best Best Best +5%
Your current hiring process – these are
the people you now are hiring
Mistakes! Rock Stars!
It’s what you do with the other 90% than
counts – implementing a “raising the bar”
strategy
6. Improving Quality of Hire Mix
Least Average Most
-5% Best Best Best +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
Least Average Most
-5% Best Best Best +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
Early‐birds Le;overs
Explorers
Tiptoers
Googlers
Networkers
Hunters
Key Points
Target Early-birds – plan rather than react
Prospect
Focus on careers – not jobs
Talent Pool
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 Other Current
Opportunity OpportuniAes PosiAon
The job itself
Learning opportunity
Growth opportunity
Poten8al impact
Job stretch What criteria do the top
The hiring manager
The team group of candidates use
Compensa8on and
benefits when comparing jobs and
selecting one over the
Work/life balance
Loca8on
Company other?
Culture
Environment
Security
Long‐term
compensa8on
Other
11. Eliminate Traditional Job Descriptions
Performance
Profile
Reduce costs The Difference
Grow sales
Build the team Maker: It’s what
Plan w/Marketing
Improve process
you DO with what
Design circuit you HAVE, not
what you HAVE
that counts!
Job Description
Skills
Experience
Academics
Industry
Responsibilities
Competencies
12. Eliminate Traditional Job Descriptions
Performance
Profile
Reduce costs The Difference
Grow sales
Build the team Maker: It’s what
Plan w/Marketing
Improve process
you DO with what
Design circuit you HAVE, not
what you HAVE
that counts!
13. Eliminate Traditional Job Descriptions
Performance
Profile
Reduce costs The Difference
Grow sales
Build the team Maker: It’s what
Plan w/Marketing
Improve process
you DO with what
Design circuit you HAVE, not
what you HAVE
that counts!
14. Taking the Assignment: Taming Gorillas
Engaging with Managers
Typical Examples
• What does the person need
to do to ace the performance Major: Complete system design for
review? the ____ project by March.
• What (and when) are you Major: Consistently meet quota
going to tell the person the within six months.
big projects & tasks are
during interview? Team: Complete product spec
w/ Marketing by March.
• Use a timeline – what does
person need to do 1st, 2nd ..? Do First: Analyze problem & plan.
• Ask about deal breaker Do Next: Upgrade the team.
• Convert HAVING to DOING Sub-task: Learn the product line.
and then get agreement to
“just meet” the candidate
15. Why Performance Profiles?
Hiring Top
Performance
Manager Prospect
Profile
Reduce costs
Grow sales
Build the team
Plan w/Marketing
Improve process
Design circuit Hiring
Recruiter
Team
Attracting – Assessing – Closing
Onboarding – Performance Management
16. Why Performance Profiles?
Hiring Top
Manager Focus on Prospect
the
DOING
not the Hiring
Recruiter
HAVING Team
Attracting – Assessing – Closing
Onboarding – Performance Management
17. Headhunter’s Favorite Weapon
Use this question to assess, recruit & defend
Most Significant Accomplishment Question
• Dig into accomplishments
Please describe a
• See combo of behaviors,
major accomplishment skills & competencies
or tell me about • Develop trend lines
something you’ve
• Assess consistency
accomplished that
• Create opportunity gap
you’re very proud of.
• Get candidate to sell you
18. Repeat the Question!
Ask MSA question & fact-finding
IMPACT for different team, individual tasks
& job-related tasks
Individual Clarify job: describe performance
objective and ask about most
comparable accomplishment
Team
Have candidate prepare a 360°
work chart describing work
relationships
TIME Use evidence to rank
Observe the Trend of Growth over Time
and defend your
candidate!
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
• Stay the buyer!
• No “NOs” Self-
• Don’t sell the job, sell Actualization
the next step! Intellectual
Needs
• $$$ vs. Satisfaction Achievement
– Ask: what drives personal Needs
satisfaction? Social Needs
• “Not interested!” vs. a Security and
short career discussion Safety Needs
– That’s why we should talk Physiological Needs
– Long vs. short term
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