Lou Adler

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!