Performance Based Hiring

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  

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

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

Thinking  Backwards  Talent  Strategy  Is  there  a  surplus  of  the  best  people  or  scarcity?  

HAVE GET BECOME DO

Thinking  Backwards  Talent  Strategy  Is  there  a  surplus  of  the  best  people  or  scarcity?  

HAVE GET BECOME DO

Surplus – Weed Out the Weak – Active – Best Who Apply

Thinking  Backwards  Talent  Strategy  Is  there  a  surplus  of  the  best  people  or  scarcity?  

HAVE GET BECOME DO

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

Thinking  Backwards  Talent  Strategy  Is  there  a  surplus  of  the  best  people  or  scarcity?  

HAVE GET BECOME DO

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

Thinking Backwards Are  You  in  a  Talent  Scarcity  of  Talent  Surplus  SituaCon?  

HAVE GET BECOME DO

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!

Employee Satisfaction

Zone  1   Zone  2   Zone  3   Zone  4  

Very Active Tiptoers Explorers Super Passive

Time  

Growth  and

 Impa

ct  

Career Zones & Job-seeking

Zone  1   Zone  2   Zone  3   Zone  4  

Very Active Tiptoers Explorers Super Passive

Time  

Growth  and

 Impa

ct  

Career Zones & Job-seeking

Zone  1   Zone  2   Zone  3   Zone  4  

Very Active Tiptoers Explorers Super Passive

Time  

Growth  and

 Impa

ct  

Extraordinary  Career  Move  

Significant  Career  Move  

Much  BeFer  Job  

Somewhat  BeFer  Job  

Career Zones & Job-seeking

Zone  1   Zone  2   Zone  3   Zone  4  

Very Active Tiptoers Explorers Super Passive

Time  

Growth  and

 Impa

ct  

Extraordinary  Career  Move  

Significant  Career  Move  

Much  BeFer  Job  

Somewhat  BeFer  Job  

Career Zones & Job-seeking 20% - Ads 30% - ERP 50% - Networking

Zone  1   Zone  2   Zone  3   Zone  4  

Very Active Tiptoers Explorers Super Passive

Time  

Growth  and

 Impa

ct  

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% - Ads 30% - ERP 50% - Networking

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%

Shift from HAVING to DOING

Shift from HAVING to DOING

This is not a job description. It’s a

person description.�

Shift from HAVING to DOING

This is not a job description. It’s a

person description.�

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.�

3D Dynamic 360° Networking

Mentors Mentees

Co-workers

Advisors Consultants

Vendors Customers

LinkedIn Groups

Nodes Project

Managers

Project Team

Members

Who knows my candidate?

Strangers

3rd Degree+

2nd Degree

Connections

1st Degree ERP/HM

Groups Nodes

You

The Value of Your Connectedness

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

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!

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!

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 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!

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  

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

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?”

Recruiting Rule #1

Sell the next step,

not the job!

No – Maybe – Yes

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:

Basic Rule of Recruiting: - to increase quality of hire and recruiter productivity Maximize Best Practices,

Minimize the Time Wasters!

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!

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

[email protected]