The Evolution of the Corporate Headhunter.pdf

7/26/2019 The Evolution of the Corporate Headhunter.pdf

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ERE Spring Expo 2010

The Evolution of the

Corporate Headhunter

- Lou Adler

Replacementhiring

New hiring

TheSideliners

Getting Ready for the Hiring Tsunami


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Evolution of the Corporate Headhunter


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Agenda and Objectives

Are you a corporate recruiter or corporateheadhunter?

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


4/22

The Employee Market

Corporate recruiters focus onthose now looking - farmers

Corporate headhunters focus

on those getting ready tolook and those open to talk

Requires different process

Where are the best people?

Hiring tsunami coming Key: first, fast & with best

career offer


5/22

Improving Quality of Hire Mix

Average

Best

Most

Best

Least

Best +5%-5%

Rock Stars!Mistakes!

Your current hiring process these arethe people you now are hiring

Its what you do with the other 90% than

counts implementing a raising the barstrategy


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Average

Best

Most

Best

Least

Best +5%-5%

Observations

Everyone looks good when theyre 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


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Average

Best

Most

Best

Least

Best +5%-5%

Converting Observations into Tactics

What are the most best looking for lateral transfers, betterjobs 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 andselect one over the other?


8/22

Career Focused Early-bird Sourcing

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?'6 =%+4,(Target Early-birds plan rather than react

Focus on careers not jobsAsk: How long have you been looking?Be called first Be found first Day -1

Allow for just talking Dont force apply

Know the job not the job description!


9/22

Formalize the Candidate Decision

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10/22

A Retrospective


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Eliminate Traditional Job Descriptions

Job DescriptionSkills

ExperienceAcademics

IndustryResponsibilitiesCompetencies

PerformanceProfile

Reduce costsGrow sales

Build the team

Plan w/MarketingImprove process

Design circuit

The DifferenceMaker: Its what

you DOwith whatyou HAVE, not

what you HAVE

that counts!


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what you HAVE

that counts!

PerformanceProfile


Build the team


Design circuit


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what you HAVE

that counts!

PerformanceProfile


Build the team


Design circuit


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Taking the Assignment: Taming Gorillas

Engaging with Managers

What does the person needto do to ace the performancereview?

What (and when) are yougoing to tell the person thebig projects & tasks areduring interview?

Use a timeline what doesperson need to do 1st, 2nd..?

Ask about deal breaker

Convert HAVING to DOINGand then get agreement tojust meet the candidate

Typical Examples

Major:Complete system design for

the ____ project by March.

Major: Consistently meet quotawithin six months.

Team: Complete product spec

w/ Marketing by March.

Do First: Analyze problem & plan.

Do Next: Upgrade the team.Sub-task: Learn the product line.


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Attracting Assessing ClosingOnboarding Performance Management

Why Performance Profiles?

PerformanceProfile

Reduce costs

Grow salesBuild the teamPlan w/MarketingImprove process

Design circuit

HiringManager

Recruiter

TopProspect

HiringTeam


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Attracting Assessing ClosingOnboarding Performance Management

Why Performance Profiles?

Focus onthe

DOING

not theHAVING

HiringManager

Recruiter

TopProspect

HiringTeam


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Headhunters Favorite Weapon

Dig into accomplishments

See combo of behaviors,skills & competencies

Develop trend lines

Assess consistency

Create opportunity gap

Get candidate to sell you

Please describe amajor accomplishment

or tell me about

something youve

accomplished thatyoure very proud of.

Use this question to assess, recruit & defend

Most Significant Accomplishment Question


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Repeat the Question!

TIME

IMPACT

Team

Individual

Observe the Trend of Growth over Time

Have candidate prepare a 360

work chart describing work

relationships

Use evidence to rank

and defend your

candidate!

Ask MSA question & fact-finding

for different team, individual tasks

& job-related tasks

Clarify job: describe performanceobjective and ask about most

comparable accomplishment


19/22

Target the 48mm people

on LinkedIn who arent

looking the CherryPicker Networking

Technique

Use for ERP and CloseConnections


20/22

Maslows Headhunter Tips

Social Needs

Security andSafety Needs

Physiological Needs

Stay the buyer!

No NOs

Dont sell the job, sell

the next step! $$$ vs. Satisfaction

Ask: what drives personalsatisfaction?

Not interested! vs. ashort career discussion

Thats why we should talk

Long vs. short term

Achievement

Needs

IntellectualNeeds

Self-

Actualization


21/22

Becoming a Corporate Headhunter

Reach out vs. post and pray

Convert job descriptions intoperformance profiles

Convert performance profiles intocareer moves

Implement early-bird engage firstsourcing strategy

Maintain applicant control Use the interview/screen to assess,

recruit and defend

Persist No NOs Maximize Quality of Hire


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Becoming a Corporate Headhunter

Audit Recruiter Boot Camp Online -April 2nd well walk you through theperformance profile process.

[email protected] Go to our table to obtain:

Hire With Your Head raffle

Audit pass to Mod 1 of Recruiter BootCamp Online

Hot tip cards

Opportunity to attend full RecruiterBoot Camp Online raffle

Maximize Quality of Hire

The Evolution of the Corporate Headhunter.pdf

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