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Proactive employee referral programs by Lou adler
This document outlines a strategy for attracting and hiring passive candidates through proactive employee referral programs (PERP). It discusses: 1. Networking to source talent by converting jobs to careers and targeting 83% of the talent market, not just using networking for hiring. 2. Creating a visible talent community (VTC) to further target passive candidates through compelling content on niche boards and a performance-based approach. 3. Developing a 360-degree network map to identify and source referrals from 1st, 2nd, and 3rd degree connections through PERP, hopscotch networking, and cherry-picking strategies.
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- 1. AGENDA/OBJECTIVES One Networking is asourcing process, not a hiring system Two Networking is essential in a talent scarcity situation Three Convert jobs into careers to attract & hire passive candidates Four PERP your ERP and create a VTC to target 83% of the talent market Proactive Employee Referral Programs
- 2. SCARCITY VS. SURPLUS ABusiness 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
- 3. THE EARLY-BIRD SOURCING STRATEGYChangein Growth, Impact, and Satisfaction Over Time 83% 17% Explorers Tiptoers Searchers Networkers Hunters 40% 15% 8% 2011 LinkedIn Survey – 4,550 fully-employed professionals Career Move Better Job Good Job Lateral Any Job Super Passive 28% 9%
- 4. Compellin g Exception al Recruiter s VTC Email Cherry Pick Network PERP2 PERP Networking Nodes SEO/SEM Hubs Compelling Niche Boards ERP& Boring Job Descriptions Generic Boards & Boring Ads InboundOutbound 20% Postings Visible & Compelling 20% Targeted Email Targeted/Mail Merge 60% Networking VTC – PERP
- 5. PERFORMANCE-BASED JOB DESCRIPTIONS BasicPerformanceObjectives • Collaboratewith salesrep to develop customersolutionsat C- level in F500 companies • Lead intensedetailed product spec presentationsto sophisticatedbuyinggroups • Provide technicalliaison to engineeringdesigngroups • Work with contractson developingcost/price/margin analysis for $5mm+programs • Handle3-6 major programs concurrently • Assessimpact of specchangeson design,project & cost projections
- 6. Performance & Potential Skills & Experience HiddenTalent Market Public Talent Market
- 7. Everyone Else 3rd Degree+ 2ndDegree Connections 1st Degree ERP/HM Groups Nodes You THE VALUE OF YOUR CONNECTEDNESS Think In-Out vs. Out-In • 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 • Recruit1st – Network 2nd • Follow the 80/20Rule
- 8. Everyone Else 3rd Degree+ 2ndDegree Connections 1st Degree ERP/HM Groups Nodes You THE VALUE OF YOUR CONNECTEDNESS Think In-Out vs. Out-In Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit1st – Network 2nd • Follow the 80/20Rule The Golden Rule of Passive Candidate Recruiting Present a slate of 3-4 top prospects to the hiring manager in 72 hours!
- 9. Navigating the Network PERP,Hopscotch, and Cherry-picking
- 10. Who in YourCompany are Worth PERPing for Your Toughest Jobs?
- 11. BUILD A 360°NETWORK MAP Position • National Sales Manager • Software developer • Manufacturing engineer • Financial analyst • Supply chain • Plastics tool designer • Banker • ____________________
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