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Performance-based Hiring Empowering Companies to Hire Great People

Taming Hiring Managers and Hire More Top People

Based  on  Lou  Adler’s

Hire  With  Your  Head  (John  Wiley  &  Sons,  2007)( ©2012.    All  Rights  Reserved.    The  Adler  Group,  Inc. www.adlerconcepts.com  

Rev    0212  

Agenda

•  Talent Scarcity vs. Surplus Strategy •  Job-hunting needs of top performers

Spiral of Doom

•  Convert jobs into careers •  Convincing hiring managers

Banish Job Descriptions

•  All candidates are seen •  Control the assessment Taming HMs

•  Sell the next step, not the job •  100% acceptance Recruiting

Staffing Spiral of Doom Catch-22

Assumption: excess supply of talent

83% Passive and Best Actives

To Attract & Hire the Best •  Target the top-half of the top half •  Convert job descriptions into careers •  Focus on impact, opportunity, and challenge •  Compelling advertising, customized by job •  Conduct exploratory conversations •  Full engagement of hiring managers •  2-question performance-based interview •  Use Hiring Formula for Success to assess •  Close on career move, not compensation

Talent Surplus vs.

Talent Scarcity To Attract the 17% Needy Active Candidates •  Post job descriptions •  Target those looking for

lateral transfers •  Find as many as possible • Weed out the weak • Screen on skills, $$ •  Eliminate high-potentials • Work with disengaged

managers • Assess, Vote, Select

using various processes •  Close on compensation

Fill Seats

Maximize Quality of Hire

The Fundamentals

No Job Descriptions

Clear Career Move

Targeted Messaging

Emphasize Networking over Posting

Add an Exploratory Phase

Be a Better Interviewer than the Hiring Manager

Close on Career Move, not $$

Recruiter, Hiring Manager Partnership

Job-hunting & the Fully-employed

Super Move

Career Move

Better Job

Good Job

Lateral Job Any Job

2011 LinkedIn Survey of 4,550 fully-employed professionals

17% Active 83% Passive

Which group

are you targeting with

your job descriptions?

Are you using a talent

surplus or talent

scarcity model?

Everyone Else

3rd Degree+

2nd Degree

Connections

1st Degree ERP/HM

Groups Nodes

ME!

The Value of Your Connectedness

1st Degree Targeted

Compelling Narrow Casting

Highest ROE

3rd Degree High Volume

Pushed Postings Broad Casting

Low ROE

2nd Degree Referrals

Warm Calls Sweet Spot High ROE

ROE: Return on Effort Think In-Out vs. Out-In

Job-hunting & the Fully-employed

Can’t Use Same Process

Same Jobs Same Postings

And you can’t do it alone!

Lead cross-functional team to launch SOA creative marketing

program

Implement metrics-driven performance

system

Work on project team to create global

platform for digital marketing

Build and achieve the plan: own budget,

operating plans, and manage external

resources

Upgrade department from top to bottom to drive online sales by

+25% Yr/Yr

Assess and rebuild the team (6+) to support rapid implementation program

EVP: take over a critical, high-visibility, global program with all the

resources needed to make a huge business impact!

Partnering with Hiring Managers

Convert HAVING to DOING

What does the person do with the skills listed? What does on-the-job success look like? How will you measure it? What’s the deliverable for this? What do the best people do differently? What’s the deal-breaker – the absolute must be able to do?

What’s the EVP: Why would a top, fully-employed person who’s not looking, want this job without a big hit comp-wise?

Would you at least see a person who could do all of this, but the mix of skills was a little less, or different?

Partnering with Hiring Managers

Preparing Performance Profiles

•  Benchmark people already doing the job. Talk to some of your recent hires.

•  Don’t go in with a blank sheet, have a rough template prepared instead.

•  The hiring manager needs to “own” the performance profile. During the interview the manager will naturally ask for examples of comparable work.

•  Get everyone on the hiring team to agree to the performance objectives and their priority.

•  Assign different interviewers a few of the performance objectives to evaluate.

Talent Scarcity Advertising Job Description

Past & Day 1: Skills Focus Lateral Move

Performance Profile Year One: Task Focus

Stretch Move

EVP - Beyond Year One Impact & Growth Focus

Career Move

Lead with the EVP – the Future

Emphasize Year One – the DOING

Minimize the Past

– the Skills

Write a compelling story

AGM? Format Future Present Past Skills? EVP?

Defend Your Candidate w/Evidence •  Facts and details, not

feelings and emotions •  Achiever Pattern •  Anticipate the problem

to minimize it •  Map to the performance

profile •  Add 30-minute

“controlled” exploratory meeting

Interview and Assessment Formula for Hiring Success =

Talent x Motivation2 plus Team Skills (EQ) plus Problem-solving Skills

Organizational and Cultural Fit

•  Wait 30 Minutes – Measure 1st impression at the end •  Review profile/resume for the Achiever Pattern •  Ask Most Significant Accomplishment question for all tasks •  Ask Problem-solving question for a few big projects •  Debrief formally using the 1-5 ranking process

100% Rule & Presenting Candidates •  All candidate’s seen •  Exploratory phone

screen first is best •  Presentation Package

–  Performance Profile –  Resume with notes –  Half-page write-up of

two major job-related accomplishments

–  Scorecard with evidence to support your assessment

•  Ask hiring manager to review the write-up first

•  Say this is reason you’re presenting the person

•  Ask manager to spend first 10-15 minutes to review accomplishments

•  It’s manager’s decision if candidate gets invited in for formal interview.

•  Minimizes impact of first impressions!

Recruiting Rule #1

Sell the next step,

not the job!

No – Maybe – Yes

Recruiting is a Team Sport •  Hiring manager is

critical part of decision •  Get concessions

throughout including final close

•  Use “higher” authority as part of close process

•  Test all offers •  Team: Explore –

Discuss – Close

Pacing, Closing and Concessions •  Don’t wait to close •  Use “career gaps” to

get a small concession at every step

•  By the time you’re ready to make an offer, you’re done

•  Don’t make an offer until it’s 100% accepted

•  Example: salary too high, but …

Recruiters are the Quarterbacks

Key Requirements

1. Partner w/hiring manager 2. Know the job 3. Convert job into career in

real time 4. Bridge the Gap and gain

concessions at every step 5. Assess and defend 6. Don’t make an offer until

you’re 100% sure!

Summary and Next Steps info@adlerconcepts.com

q Lead the process, don’t follow it. q Target the 83% passive candidate

pool with a Scarcity of Talent model q  Increase your connectedness q Systematize the hiring manager

partnership q Start with a great job and great

advertising q Use the Hiring Formula for Success

to defend your candidate q Close at the beginning and every

step in-between

See where you are on the Spiral of Doom and how to get out

Contact us: info@adlerconcepts.com