The document discusses the importance of 'quality of hire' in the modern work environment, emphasizing key metrics such as turnover rates, new hire performance, and hiring manager satisfaction. It also outlines strategies for improving hiring practices, suggesting a focus on both candidate ability and fit, particularly network and culture fit, and highlights the role of recruiters as strategic talent advisors. Finally, it presents practical recommendations for both recruiters and recruiting leaders on how to enhance their hiring processes and effectiveness.

1. What the Best Hires Have
in Common
How to Define (and Improve) Quality of Hire

2. What Is Quality of
Hire in Today’s
New Work
Environment?
How Can I Influence My
Business to Focus on
Hiring Higher Quality
Talent?
What Does this Mean
for Me?
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#HiretoWin

3. Top Three Metrics Used to Track Quality of Hire
Percentage of Talent Acquisition Professionals
Turnover/
Retention 50 56 53
49 41 51
New Hire Performance
Evaluation
44 46 46
Hiring Manager
Satisfaction
Global
North America
Asia Pacific
WHAT METRICS DOES YOUR ORGANIZATION USE TO TRACK QUALITY OF HIRE?
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n = 3,379.
Source: LinkedIn,
Global Recruiting
Trends, 2013.

4. New Hire Underperformance
Source: CEB, Global Labor
Market Survey, Q4 2012.
new hires are “bad”
or have “regretted
decisions”, according
to hiring managers
on their team
1 in 5
Turnover Costs
1 Per 1,000 hires due to
new hire turnover.
$1.6M
in rework costs
incurred by
Recruiting1
New Hire Turnover
Source: CEB, Turnover
Benchmarking Database,
2013.
23%
among employees
with tenure of one
year or less
TOO MANY REGRETTED HIRING DECISIONS
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5. Teams Job
Levels
Job
Locations
67 66 63
57
Functions
50%
NEW HIRES FACING MORE INTERDEPENDENT WORK
Cross-Silo Coordination
Percentage of Employees Who Regularly Coordinate with People in Different…
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in Reliance on Others
to Get Work Done
in How Dispersed
Workforces Are
Across the Globe
of Employees Report
Working with 20+ People
in Their Day-to-Day Jobs
57%
30%
n = 23,339.
Source: CEB, High
Performance Survey,
2013.

6. + =
Individual
Task
Performance
Employee’s
effectiveness
at achieving
his or her
individual
tasks and
assignments
Network
Performance
Employee’s
effectiveness
at improving
others’
performance
and using
others’
contributions
to improve his
or her own
performance
Enterprise
Contribution
Employee’s
effectiveness
at his or her
individual tasks,
contribution
to others’
performance,
and use of
others’
contributions to
improve his or
her own
performance
Up to 12%
improvement
in profit
CEB’s Model of High Performance
A NEW TYPE OF HIGH PERFORMER
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#HiretoWin

7. Conventional
Definition of Quality
of Hire
A new hire’s current
effectiveness at
completing his or her
individual task
CEB’s 2013
Quality of Hire
Definition1
A new hire’s current
and likely future
effectiveness at completing
his or her individual
tasks, contributing to
others’ performance, and
using others’
contributions to improve
his or her own
performance
1 As rated by hiring
managers.
HOW DO WE ACHIEVE HIGHER QUALITY HIRES FOR TODAY’S
NEW WORK ENVIRONMENT?
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8. Recruiters
1. Technical skills
2. Culture fit
3. Communication skills
4. Previous work experience
5. Interpersonal skills
n = 214 Talent Acquisition Professionals in the
Technology sector located in US, Canada, UK, and Australia.
Source: LinkedIn, Global Recruiting Trends, 2013.
Hiring Managers
1. Problem solving skills
2. Technical skills
3. Communication skills
4. Work ethic
5. Agility/adaptability
vs.
n = 395 Technical Hiring Managers in the
Software industry located in US.
Source: LinkedIn, Quality of Hire Research, 2013.
What characteristic is most predictive of a new hire’s success within the organization?
THINK LIKE A HIRING MANAGER
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9. 48%
52%
Ability
New hire’s level of
attainment of
knowledge
and skills
Fit
The relationship
between new hire
and his or her
colleagues and
organization
Relative Impact on Quality of Hire
FOCUS ON CANDIDATE FIT, NOT JUST ABILITY
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73% n = 4,112.
Source: CEB, Selection
Effectiveness Diagnostic,
2013.

10. Fit with immediate colleagues
(e.g., Peers, Manager)
Fit with the work environment
(e.g., Competencies,
Work Preferences)
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TWO DIMENSIONS OF FIT MATTER
2. HOW?
Relevance to WorkProximity to Colleagues
1. WHO?
n = 500.
Source: CEB, Selection
Effectiveness Diagnostic,
2013.
Review the LinkedIn profiles of your hiring manager’s direct reports to
see what skills they list, degree types and levels they hold, schools they
attended, etc.

11. Sample Ways to Find Candidates With Network Fit Through LinkedIn
• Quality of mutual LinkedIn connections with candidate
• Quality of candidate LinkedIn connections with employees
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#HiretoWin
HIRE MORE FOR NETWORK FIT
n = 500.
Source: CEB, Selection
Effectiveness Diagnostic,
2013.
Culture Fit
How well the new hire fits
with the organization’s culture
Impact on Quality of Hire =
12%
Network Fit
How well the new hire fits
with the way colleagues work
Impact on Quality of Hire =
30%

12. 79%of working professionals
around the globe are
considered passive
candidates
The other 21% are
actively seeking a
new job
YOUR NEXT HIRE MAY REQUIRE A NEW APPROACH
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n = 3,995.
Source: LinkedIn,
Recruitment Insights
Research, 1/2011-
8/2012.

13. 120%
more likely to want
to make an impact
33%
more likely to want
challenging work
17%
less likely to need
skill development
opportunities
21%
less likely to need
recognition for
their contributions
COMPARED TO ACTIVE TALENT, PASSIVE TALENT SHINES
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n = 3,995.
Source: LinkedIn,
Recruitment Insights
Research, 1/2011-
8/2012.

14. What Is Quality of
Hire in Today’s
New Work
Environment?
How Can I Influence My
Business to Focus on
Hiring Higher Quality
Talent?
What Does this Mean
for Me?
19
#HiretoWin

15. Global
North America
Asia Pacific
37 37 35
Utilizing social and
professional networks
30 24 33Upgrading employer
branding
29 2935
Finding better ways to source
passive candidates
29 2424
Being a strategic Talent
Advisor to the business
251821Boosting referral
programs
What Do You Consider To Be The Most Essential and Long-Lasting Trends In
Recruiting for Professional Roles?
Percentage of Recruiters
TRENDS THAT AREN’T GOING AWAY
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n = 3,379.
Source: LinkedIn,
Global Recruiting
Trends, 2013.

16. Relative Impact of Recruiter Capabilities on Recruiter Performance
Percentage of Impact Explained
19% of recruiters
currently qualify as
Talent Advisors
15
33
52
Process
Expert
Pipeline
Manager
Strategic
Advisor
MOVE BEYOND PROCESS MASTERY TO STRATEGIC INFLUENCE
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Source: CEB, Building
Next Generation
Recruiter Capabilities.

17. Order Takers
Trust hiring manager
assumptions
Fill requisitions effectively
Drive for satisfaction
Decision Influencers
Challenge hiring manager
assumptions
Frame requisitions strategically
Drive for impact
Talent Advisor Defined
Talent Advisors are decision influencers, not order takers. They earn the right to influence
by informing staffing decisions with acute knowledge of the organization and deep
expertise of external markets.
EXPERTISE EARNS THE RIGHT TO INFLUENCE
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Source: CEB, Building
Next Generation
Recruiter Capabilities.

18. A COMPARISON OF TWO APPROACHES
Needs Definition
ASKS
PROBES
AND
CHALLENGES
Sourcing
POST AND HOPE
ACTIVE MINING
PASSIVE MINING IN
NON-OBVIOUS
PLACES
Selection
ASSESSES FOR
CULTURE FIT
ASSESSES FOR
NETWORK FIT
Average
Recruiter
Approach
Talent
Advisor
Approach
Use LinkedIn Talent Pools Reports to collaborate with hiring managers to
identify hidden pools of talent: lnkd.in/TalentDemand
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#HiretoWin
Source: CEB, Building
Next Generation
Recruiter Capabilities.

19. WHAT RECRUITERS ARE SAYING
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#HiretoWin
…Source and Recruit in New Regions
“ I am proud to say that the commercial jobs were all filled...I received recognition from the
business…and have learned a lot myself as well... ”
…Build Credibility with Hiring Managers
“ The key was understanding the hiring manager’s needs, translating that to the search
efforts, delivering quality candidates, and over communicating status updates! ”
Developing as a Talent Advisor helps me to…

20. Johnson & Johnson
“…created the Talent Advisor
competency model and
implemented that across my
global organization.”
Jeanne Fedoryk
VP, Global Recruiting
Charles Schwab
“The notion of what a
Talent Advisor is…helped
us get to the next level.”
Frank Hynes
VP, Talent Acquisition
WHAT RECRUITING LEADERS ARE SAYING
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21. What Is Quality of Hire
in Today’s New Work
Environment?
How Can I Influence
My Business to Focus
on Hiring Higher
Quality Talent?
What Does this Mean
for Me?
27
#HiretoWin

22. Recruiters: 3 Things You Should Do Differently
1. Ask candidates to demonstrate what they can do in situations that
reflect the work environment of the role
2. Get peers on the interview slate to avoid over-relying on hiring manager’s
assessment of fit
3. Earn the right to influence through firm-specific business acumen
and labor market expertise
How to Define (and Improve) Quality of Hire
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#HiretoWin

23. Recruiting Leaders: 3 Things You Should Do Differently
1. Incorporate Network Fit into assessment and selection strategies
2. Build Talent Advisor capabilities by shifting recruiter mindsets
from order takers to decision influencers
3. Measure your results by focusing on quality and tracking your team’s
effectiveness over time
How to Define (and Improve) Quality of Hire
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#HiretoWin

24. KEY TAKEAWAYS
What is Quality of Hire
in Today’s New Work
Environment?
How Can I Influence
My Business to Focus
on Hiring Higher
Quality Talent?
What Does this Mean
for Me?
30
#HiretoWin
Hire for Network
Fit: How well the
new hire fits with the
way colleagues work
Develop Talent
Advisor
Capabilities:
Being a Talent
Advisor is more
tactical than you
might think
Recruiter Takeaways:
1.Conducting simulation-based
interviews
2.Involving peers in interview
process
3.Developing as a Talent Advisor
Recruiting Leader Takeaways:
1.Selecting for Network Fit
2.Building Talent Advisor
capabilities
3.Tracking recruiting effectiveness

25. CEB is the world’s leading member-based advisory company. We have a unique view into what
matters — and what works — when capitalizing on drivers of business performance. With 30 years
of experience working with top companies to share, analyze, and apply proven practices, we begin
with great outcomes and reverse engineer to help you unlock your full potential.
ABOUT CEB
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Largest collection of best-practice
research on talent management
− 500+ researchers across 50+ domains
− Experts in over 220 functional disciplines
− 300,000+ proven best practices
− Largest employer of organizational
psychologists
Largest network of functional executives
− 16,000 C-level executives
− 300,000 business professionals
− 94% of Fortune 100; 88% of Fortune 500
− 40+ functions
Extensive global coverage
− Serving 10,000 companies in
110+ countries
− Offices in over 50 countries
− Assessments in 30 languages,
customized to regional variations
World’s largest and most proven
provider of talent assessments
− 30 million assessments delivered
annually
− Across 38 countries, 31 business
functions and 40 industry sectors

26. Proactive
Sourcing
Automated
Engagement
Metrics and
Analytics
Personalized
Job Targeting
Talent Brand
Development
Strategic Sourcing
and Pipelining
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ABOUT LINKEDIN TALENT SOLUTIONS
An Effective Recruiting Strategy Requires Three Core Elements: