View
1.826
Download
0
Category
Tags:
Preview:
DESCRIPTION
Lou Adler's Spring 2008 ERE Expo presentation
Citation preview
The Extreme Recruiting SeriesFinding and Hiring Passive Candidates
Based on Lou Adler’s
Hire With Your HeadUsing Performance-based Hiring
to Build Great Teams (John Wiley & Sons, 2007)
©2008. All Rights Reserved. The Adler Group, Inc.www.adlerconcepts.com
Overview/Agenda• Performance-based Hiring• Is Sourcing the Problem?• Theory of Recruiting• Job-hunting Psychology of
Top Performers• Sourcing Passive
Candidates• Recruiting Passive
Candidates
Perfect Fit vs. Best FitPerfect Fit = candidate who meets all of the criteria on the job description and is ready to take your offer under your terms. (X)
– Intervention 1: shift the hiring decision to those who can successfully do the work much bigger pool of candidates. (2X)
– Intervention 2: get people to consider your job as a career opportunity vs. compensation move. (2X)
Best Fit = candidate who can successfully do the work and accepts a competitive offer since it’s a great career move. (4X)
Is Sourcing the Problem?
There’s more to sourcing than finding candidates!
No?
The Magic Bus Theory of Recruiting
• The Law of Positive Energy– The more passive the candidate,
the more active you need to be
• Recruiting Persistence– “No” means need more info– Don’t give up until candidate
has enough info to decide
• Recruiting Inflection Point– Point when candidate moves
from buyer to seller
The Magic Bus Theory of Recruiting
• The Law of Positive Energy– The more passive the candidate,
the more active you need to be
• Recruiting Persistence– “No” means need more info– Don’t give up until candidate
has enough info to decide
• Recruiting Inflection Point– Point when candidate moves
from buyer to seller
Sourcing Sweet Spot
TOP PEOPLEMulti-talented/flexibleConsistent resultsNeed little directionExceed expectationsWork well with team
How Top People Decide
TOP PEOPLEMulti-talented/flexibleConsistent resultsNeed little directionExceed expectationsWork well with team
First Contact1. Professionalism of process2. Knowledge of recruiter3. Potential of job/EVP/company4. Quality of phone screen
Interviewing Process1. Professionalism of process2. Hiring manager & team3. Clear understanding of job4. Opportunity vs. other jobs
Offer Acceptance Process1. Job match – growth/stretch2. Hiring manager & team3. Company & industry4. Compensation – competitive
The “30% PLUS!” Solution
Traditional jobs are not attractive to
great employees!
1st - OfferBetter Jobs
2nd - OfferBetter
Careers
Another Job
PLUS = Hiring Manager’s Total Commitment!
+
+
Tactical
Strategic
30% Rule =
$$/Quality
Job Stretch
Job Growth
How to Source Top CandidatesPre-Sourcing Be top recruiter Understand job & EVP Prepare candidate profile Write compelling ad
Phase I: Tiptoers $$ Networking through ERP Be found using Google
• Use aggregators
• Get to the top of the list
• PPC & organic search
Resume DB w/ CRM BountyJobs or recruiter
networks
Phase II: Selective $$ Select niche sites Talent Hubs New technologies
Phase III: Expanded $$$ Creative campaigns Web analytics & metrics Upgrade career web site Use Jobs2Web
Phase IV: Semi-Passive $$$$ Proactive ERP Name generation Phone contact Networking
Passive Sourcing MetricsMetrics Worst Case Best Case Comments
# 1st Calls 100 100 Don’t call a cold list!
% Return 25% = 25 80% = 80 Only call warm referrals!
% Yes 25% = 5 85% = 70 Ask “the YES question!”
% Worthy 25% = 1-2 85% = 60 Pre-qualify everyone!
# Referrals 0-1/yes = 5-6 2-3/yes = 150 You must get referrals
# Candidates 20% = 1-2 50% = 75! Don’t waste your time
Productivity < 1/day 3-4 people/day Networking is the key
• Calling passive candidates must be a planned process• Maintaining applicant control is the key to networking• Call only warm leads – they’ll call you back!
Structured Name Generation Build Networking Keyword
List• Direct & functional competitors
– Target those doing less well• Who knows them
– Vendors, customers
• Education, alumni, diversity– HBCU, Society of Black Engineers
• Associations, groups, shows– Social/business networks– Businessknowhow.com– NSHMBA, NAHN
• Recognition, awards– 100%, GPA, Eagle, Tau Beta Pi
• Use these terms to search online networks to develop candidate pools
Using LinkedIn to Expand ERP
The Basic Network Call
• Networking call disguised as recruiting call
• Short introduction• Confidential nature• Ask 99% question• Engage 5-10 mins• Get names & org
charts of people who aren’t looking!
Hi, my name is _____.Your name has been mentioned to me on a very confidential basis as someone I should contact on a search effort I’m leading for a top ________. 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?
Networking Disguised as Recruiting
• Establish leverage w/ opening pitch– Don’t lose leverage– Must only give job pitch AFTER profile– Be vague about title– Obtain profile – org chart – names
• Ask for best people who aren’t looking– Who would you work for again? Why?– Who would you hire? Pre-qualify– Who’s best at previous company? Pre-qualify– Did anyone mentor you?– Did you mentor anyone?
The Recruiter as PartnerHiring the Best is a Team Sport
Impact• More productive• More satisfying• More influentialBecoming a Partner• Know the job• Find top people• Recognize talent• Recruit and close• Provide advice/insight
Hiring Manager
Corporate0-?%
Contingent10-50%
Retained80%+
Next Steps
www.adlerconcepts.comTarget top performers only!Source in the sweet spot!Don’t take “No” for an answerUse the 30% PLUS rule80% warm calls to pre-qualsRecruit 1st, Network 2nd
Become a partner & make more placements!
Recommended