Developing a Hiring

Strategy for the

Upcoming Recovery

Based on Lou Adler’s

Hire With Your Head
(John Wiley & Sons, 2007)(
www.adlerconcepts.com

©2009. All Rights Reserved. The Adler Group, Inc.

 DOWNLOAD handout at www.recruiterswall.com

Disjointed Integrated
Candidates

Top Talent

©2009. All Rights Reserved. The Adler Group, Inc.

 Getting Ready for the Recovery

• Are you candidate or talent-driven?

• Are you using a disjointed or integrated hiring
process?
• The importance of an “Early-bird Sourcing
Strategy”
• Employee Churn – is an uptick in voluntary
turnover imminent?

©2009. All Rights Reserved. The Adler Group, Inc.

 Average Candidates or Top Talent?

Top Performer Selection Criteria

• Challenge – Impact
• Growth/learning opportunity
• The work itself
• Manager/team
• Culture/mission
• Compensation/benefits
• Security
Pace of decision making:
instant or methodic?
• Do your ads and
advertising map to
this?
• What needs are you
appealing to?
• Does your career site
describe this?
• Does your culture
reflect this?
• Does your process
reinforce this?

©2009. All Rights Reserved. The Adler Group, Inc.

 Separate or Integrated?
The Hiring Process
Taking the Assignment Disjointed OR Integrated?
Understanding job needs
Job branding & EVP & “the pitch”
1. Do you start sourcing before the
Sourcing req is approved?
Employer branding
Active Candidates – Ads, boards
2. Do all of these processes flow
Web 2.0, SEO, Technology together smoothly?
Passive name gen & cold calling
Networking – ERP – Referrals 3. Are hiring managers totally
Talent hubs – Pipelines – CRM engaged?
Screen – Interview – Assess
Phone screen – Questionnaires 4. Is it different for class of job and
1:1, panel interviews “job-hunting” status of
Compare – Select
Recruiting and Closing candidate?
Engage – Create interest
Negotiate – Compete – Recruit
5. Does it address the needs of the
Pre-boarding – Onboarding best people who are “just
looking?”
©2009. All Rights Reserved. The Adler Group, Inc.
 Performance-based Hiringsm
An Expert System for Hiring Top Talent
The Hiring Process
Taking the Assignment
Disjointed Integrated
Understanding job needs
Job branding & EVP & “the pitch”
One Size Fits All & Customized
Sourcing Candidates
Employer branding
Active Candidates – Ads, boards
Web 2.0, SEO, Technology Top Talent
Passive name gen & cold calling
Networking – ERP – Referrals
Talent hubs – Pipelines – CRM
Screen – Interview – Assess
Phone screen – Questionnaires Disjointed Integrated
1:1, panel interviews
Candidates Hit or miss and Better - productive
Compare – Select unproductive
Recruiting and Closing
Engage – Create interest Top Talent Much better talent, Best talent &
Negotiate – Compete – Recruit but not productive productive
Pre-boarding – Onboarding

©2009. All Rights Reserved. The Adler Group, Inc.

 Separate or Integrated?
An End-to-End System for Hiring Top Talent
The Hiring Process
Taking the Assignment
Understanding job needs
Job branding & EVP & “the pitch”
Sourcing
Employer branding
Active Candidates – Ads, boards
Web 2.0, SEO, Technology
Passive name gen & cold calling
Networking – ERP – Referrals
Talent hubs – Pipelines – CRM
Screen – Interview – Assess
Phone screen – Questionnaires
1:1, panel interviews
Compare – Select
Recruiting and Closing
Engage – Create interest
Negotiate – Compete – Recruit
Pre-boarding – Onboarding Recruiter/Manager
Partnership
©2009. All Rights Reserved. The Adler Group, Inc.
 The Early-bird Sourcing Strategy

Early-birds Leftovers
100 50 25 12 6
Explorers Tiptoers Googlers Networkers Hunters

Prospect
Talent Pool

©2009. All Rights Reserved. The Adler Group, Inc.

 The Early-bird Sourcing Strategy

Early-birds Leftovers

Explorers Tiptoers Googlers Networkers Hunters

Prospect
Talent Pool
Key Points:
“How long have you been looking?
Be called first – Be found first – Day “-1”
Allow for “just talking” – Don’t force “apply”
©2009. All Rights Reserved. The Adler Group, Inc.
 Is Employment Churn Ready to Accelerate?

What happens when

Super Tiptoers Googlers Networkers
Passive demand
Explorers
Googlers exceeds
Networkers Hunters
supply and time
available decreases
dramatically?

©2009. All Rights Reserved. The Adler Group, Inc.

 The Early-bird Sourcing Strategy

Explorers Tiptoers Googlers Networkers Hunters

Passive Networks SEO Hub & Leveraged Job Boards
Broadlook Proactive Spoke ERP
LinkedIn ERP
ZoomInfo

Proprietary
Talent Pool
Robust CRM
Time is the New Competitive Advantage!

©2009. All Rights Reserved. The Adler Group, Inc.

 The Early-bird Sourcing Strategy

From Needle in a
Haystack to …

Key Points:
“How long have you been looking?
Be called first – Be found first – Day “-1”
“Hub & Spoke”
Allow for “just talking” – Don’t force “apply”
©2009. All Rights Reserved. The Adler Group, Inc.
 The Early-bird Sourcing Strategy

Time & Multi-

factor Focus
1. Work/projects
2. Stretch
3. Growth/opportunity
4. Compensation
5. Manager/Team
6. Culture
7. Work/Life
8. Security
Key Points: 9. Benefits
“How long have you been looking? 10.Long-term Comp
Be called first – Be found first – Day “-1”
Allow for “just talking” – Don’t force “apply”
©2009. All Rights Reserved. The Adler Group, Inc.
 The Fully-employed Aren’t Looking

©2009. All Rights Reserved. The Adler Group, Inc.

 How Satisfied are the Employed?

©2009. All Rights Reserved. The Adler Group, Inc.

 Is an Inflection Point Near?

Change in Job Satisfaction Over Time

50%
July 15-Aug 14
45% Aug 15-30

40%
Aug 30-Sep11
Percent of Fully-Employed

35%

30%

25%

20%

15%

10%

5%

0%
Extremely Satisfied Satisfied Neither/Nor Unsatisfied Extremely
Unsatisfied

©2009. All Rights Reserved. The Adler Group, Inc.

 Changes in Attitude
The Most Satisfied Are Getting Ready to Look
Absolutely Not Looking Would Consider Something if Called Slightly Looking

78%

68%
63%
57% 58%
51%

38%
34%
28%
22%
20% 19%
18%
15%

7%
5%
0% 0%

Early August 2009 Late August 2009 Early Sept 2009 Early August 2009 Late August 2009 Early Sept 2009

Extremely Satisfied Satisfied

©2009. All Rights Reserved. The Adler Group, Inc.

 Eliminate Job Descriptions!
Performance
Profile
Reduce costs
Grow sales
Build the team
Plan w/Marketing
Improve process
Design circuit

Job Description
Skills
Experience
Academics
Industry
Responsibilities
Competencies

©2009. All Rights Reserved. The Adler Group, Inc.

 Eliminate Job Descriptions!
Performance
Profile
Reduce costs
Grow sales
Build the team
Plan w/Marketing
Improve process
Design circuit

©2009. All Rights Reserved. The Adler Group, Inc.

 Eliminate Job Descriptions!
Performance
Profile
Reduce costs
Grow sales
Build the team
Plan w/Marketing
Improve process
Design circuit

©2009. All Rights Reserved. The Adler Group, Inc.

 Creative & Compelling Ads

Explore some truly weird openings for Optics Geeks for

freakishly difficult EOIR stabilization puzzles -
http://bit.ly/SZtpY

©2009. All Rights Reserved. The Adler Group, Inc.

 Prerequisites to Talent-driven

1. Eliminate purple squirrels Are You a Java Smart

2. Describe “wiiftc” Fox?
3. Integrated & customized
Our online gaming
4. Implement “early-bird”
business is exploding,
sourcing – BE 1st! and our servers need to
5. Allow for “just looking” be overhauled to handle
the crunch of fantasy
6. Multi-factor recruiting footballers. We need a
7. Track job satisfaction, and … cloud solution
architected in …..
8. Get ready for a surge in
voluntary turnover
©2009. All Rights Reserved. The Adler Group, Inc.
 Next Steps
• Join blog and download the
handout at:
– www.recruiterswall.com
– National Satisfaction Survey
• LinkedIn:
– lou@adlerconcepts.com
• Newsletter/events:
– www.adlerconcepts.com
• Audit Oct 2, Module 1 of
Recruiter Boot Camp Online:
– info@adlerconcepts.com

©2009. All Rights Reserved. The Adler Group, Inc.