Performance Based Hiring
- 1. Performance-based Hiring Recruiting Strategies for The Hardcore, Fully Employed, Hottest Candidates on the Planet Based on Lou Adler’s Hire With Your Head and The Essen2al Guide for Hiring & Ge8ng Hired Rev 614-‐A budurl.com/EGFHp3
- 2. Today’s Objectives One Results of Study on How Job Satisfaction Drives Job-Seeking Behavior Two Developing a High-tech & High-touch Passive Candidate Recruiting Strategy Three Emphasize the Networking Capability of LinkedIn Recruiter Four Use Performance-based Hiring to Build Your Staffing Business
- 4. Performance-based Hiring Process A Business 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
- 5. Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity? HAVE GET BECOMEDO
- 6. Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity? HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply
- 7. Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity? HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar Hiring Manager Shift: 1st Define Job Not the Person! Top Candidate Shift: DOING & BECOMING vs. GETTING
- 8. Thinking Backwards Talent Strategy Is there a surplus of the best people or scarcity? HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar DO BECOME Hiring Manager Shift: 1st Define Job Not the Person! Top Candidate Shift: DOING & BECOMING vs. GETTING
- 9. Thinking Backwards Are You in a Talent Scarcity of Talent Surplus SituaCon? HAVE GET BECOMEDO Surplus – Weed Out the Weak – Active – Best Who Apply Scarcity – Attract the Best – Passive – Raise the Talent Bar Sourcing – Recruiting – Assessing – Closing On-boarding – Performance Management You Can’t Use a Talent Surplus Model in a Talent Scarcity Situation!
- 11. Zone 1 Zone 2 Zone 3 Zone 4 Very ActiveTiptoersExplorersSuper Passive Time Growth and Impact Career Zones & Job-seeking
- 12. Zone 1 Zone 2 Zone 3 Zone 4 Very ActiveTiptoersExplorersSuper Passive Time Growth and Impact Career Zones & Job-seeking
- 13. Zone 1 Zone 2 Zone 3 Zone 4 Very ActiveTiptoersExplorersSuper Passive Time Growth and Impact Extraordinary Career Move Significant Career Move Much BeFer Job Somewhat BeFer Job Career Zones & Job-seeking
- 14. Zone 1 Zone 2 Zone 3 Zone 4 Very ActiveTiptoersExplorersSuper Passive Time Growth and Impact Extraordinary Career Move Significant Career Move Much BeFer Job Somewhat BeFer Job Career Zones & Job-seeking 20% - Ads30% - ERP50% - Networking
- 15. Zone 1 Zone 2 Zone 3 Zone 4 Very ActiveTiptoersExplorersSuper Passive Time Growth and Impact Extraordinary Career Move Significant Career Move Much BeFer Job Somewhat BeFer Job Career Zones & Job-seeking Shift to Steeper Part of the Career Zone Curve 20% - Ads30% - ERP50% - Networking
- 16. Satisfaction by Career Zone 45% 9% 4% 1% 44% 53% 29% 19% 4% 3% 16% 21% 25% 25% 8% 22% 46% 55% 72% Very saRsfied Somewhat saRsfied Neither saRsfied nor dissaRsfied Somewhat dissaRsfied Very dissaRsfied Zone 1 -‐ Passive Zone 2 -‐ Explorers Zone 3 -‐ Tiptoers Zone 4 -‐ AcRve 38% 41% 9% 9% 3%
- 17. Shift from HAVING to DOING
- 18. Shift from HAVING to DOING This is not a job description. It’s a person description.
- 19. Shift from HAVING to DOING This is not a job description. It’s a person description.
- 20. Shift from HAVING to DOING What’s the Real Job? • Collaborate with sales rep to develop customer solutions at C-level in F500 companies • Lead intense detailed product spec presentations to sophisticated buying groups • Provide technical liaison to engineering design groups • Work with contracts on developing cost/price/margin analysis for $5mm+ programs • Handle 3-6 major programs concurrently • Assess impact of spec changes on design, project & cost projections This is not a job description. It’s a person description.
- 21. 3D Dynamic 360° Networking Mentors Mentees Co-workers Advisors Consultants Vendors Customers LinkedIn Groups Nodes Project Managers Project Team Members Who knows my candidate?
- 22. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness
- 23. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs
- 24. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs Surplus Strategy! Scarcity Strategy!
- 25. Strangers 3rd Degree+ 2nd Degree Connections 1st Degree ERP/HM Groups Nodes You The Value of Your Connectedness Think In-Out Referrals & Careers vs. Out-In Strangers & Jobs • 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 • Recruit 1st – Network 2nd • Use 80/20 Referral Rule Surplus Strategy! Scarcity Strategy!
- 26. The Value of Your Connectedness Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit 1st – Network 2nd • Use 80/20 Referral Rule
- 27. The Value of Your Connectedness Why this is important: • They call you back • They’re qualified • Ask the “Yes” question • Recruit 1st – Network 2nd • Use 80/20 Referral Rule The Golden Rule of Passive Candidate Recruiting Cold calling 3rd degree is a Rme-‐waster. Networking is beFer, but .. Ge[ng warm, pre-‐ qualified referrals is a game-‐changer!
- 28. Getting the Right People on the Bus In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by ge8ng the right people on the bus, the wrong people off the bus, and the right people in the right seats. Jim Collins Good to Great
- 29. Getting the Right People on the Bus Driver è Passenger è Backseat è Driver Takes 10 minutes to figure out where you’re going Overcome concerns, objections, and Day 1 issues Get the candidate to sell you! Get the wrong people off the best and get the right people on the bus è get referrals Applicant Control
- 30. Determine the Destination: 10-min Drive “Let me ask you candidly, would you be open to explore a new career opportunity if it was clearly superior to what you’re doing today?”
- 31. Recruiting Rule #1 Sell the next step, not the job! No – Maybe – Yes
- 32. Here’s what we know: - The best get their jobs via networking - The best want career moves - The best move slower - Everyone asks about what they get until they know what they can do and become - The best are in a talent scarcity situation - Too many recruiters screen on skills and getting - Too many managers don’t know the job So given this, here’s what you need to do:
- 33. Basic Rule of Recruiting: - to increase quality of hire and recruiter productivity Maximize Best Practices, Minimize the Time Wasters!
- 34. Summary - ✔ Think Scarcity, Backwards, System ✔ Define job, convert it into a career ✔ Implement a 50/30/20 sourcing program – in reverse ✔ A warm, pre-qualified referral is 5X è quality and effectiveness ✔ Don’t take “NO” for an answer ✔ Drive the bus: from the first stop to the final destination!
- 35. Next Steps - ✔ Become Performance- based Hiring Certified ✔ Talent leaders are invited to audit Mod 1 of online workshop July 2nd ✔ Find out about our advocacy program Budurl.com/EGFHp3 info@louadlergroup.com