UX Advantage 2015: The Candidate Experience and Performance-based Hiring

Lou Adler, CEO, Adler Group

– top traits of top people: 8 items from presentation; every one is predictable during the hiring process; most people use a process that doesn’t find this out
– comparable results; trend of growth; achiever pattern; managerial fit; job fit – map intrinsic motivators;
– 5 pillars of exceptional candidate experience: strategy to pursue top talent; job is clearly a good career move; recruiter has to know the job; managerial fit; professional process
– strategy: is there a surplus or scarcity of a-team “achievers”; have, get, do, become; surplus – weed out the weak; scarcity – attract the best, emphasize what they can do and become; manager has to define the work, recruiter defines career path
– how best people get jobs: networking is by far the most important
– you only see a fraction of the market; wrong strategy; transactional versus consultative recruiting; ill defined lateral jobs vs career moves; ROI and quality of hire vs cost and efficiency
– why people take jobs: to engage, title, compensation, location; to accept, career opportunity, job and impact, manager and team, compensation and work/life balance, company/culture/mission
– when recruiting, figure out if it’s a good career move before worrying about compensation
– are you attracting the right audience: our job ads suck; person descriptions vs. job descriptions; a job doesn’t have skills, background, competencies, people do
– difference maker: who would you rather have, someone who can do the work or someone who has the skills; performance qualified vs. skills qualified
– EVP, employee value proposition: why would someone take this job independent of the money
– tell stories, capture the intrisic motivator, emphasize the doing/learning/becoming, sell the discussion not the job
– are you asking the right questions: most significant accomplishment, how did you get the assignment, when did it happen, what were the big challenges, what were the big changes you made, what was the environment like, how did you apply key skills, what did you learn and how did you apply, where’d you go the extra mile, single biggest success, biggest failure, how’d you build the plan, did you achieve the plan, single biggest problem and how overcame, biggest decision and how, what would you do differently now, how did you change as a result, what’d you like most about it, what’d you like least, what recognition did you get and was it appropriate
– what personal traits stand out; take responsibility to measure performance, not presentation; candidate experience starts recruiting process; look for stretch gaps, good career move; fact-fiding is the key; repeat the trend of performance
– do you have the right process (it’s a pipeline): pipeline development, contact and convert, prospects, recruit and convert, candidate shortlist, quality and interview, recruit and negotiate, close and hire; explore->consider->meet manager (15-20 minute phone screen; describe job, best accomplishment)->apply
– if you sell them on the intrinsics, you’ll get a high performer; if it’s extrinisic, you’ll get an underperformer
– 5 pillars of exceptional candidate experience; manager, strategy, job, process, recruiter
– what about a compliance oriented HR dept: show them that they are doing it wrong with authority (from his book)

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