In this webcast, recruiting thought leader Lou Adler shares how to hire the right people for the right jobs through a new approach to job descriptions. The key: focus on the work needed to be done, not the skills needed to do the work.

1. How Dumping Skills-Infested Job
Descriptions Will Improve Your Quality
of Hire
@lever
#qualityofhire
Tuesday March 1, 2016

2. ● Phone lines are muted - please use
the chat box for questions
● Tweet us using #qualityofhire and
@lever
● $100 Amazon Gift Card for the
most useful tweet
Kiran Dhillon
Content Marketing Manager
Lever
@kirandhillon4
Thanks for joining us!
@lever
#qualityofhire

3. ​
Creator of Performance-based Hiring
● Performancebasedhiring.com
Best-selling author
● Hire With Your Head
● The Essential Guide for Hiring & Getting Hired
Our featured speaker
Lou Adler
CEO
The Adler Group, Inc.
@lever
#qualityofhire

4. …Your work on performance-based hiring is a
genuine bright spot…I am blown away by how
closely your ideas map to the new science. I
actually think performance-based hiring is the
secret sauce to getting not only better talent
management, but also to being able to ensure
that we live up to our promise of opportunity in
the 21st century.
Todd Rose, Harvard Professor, Director – Center for
Individual Performance, Author of The End of Average
@lever
#qualityofhire

5. “No one is average” ➔ The three principles:
1. Jaggedness: There is no average and no one
is above average on everything.
2. Context: The job and the circumstances
impact on-the-job performance and success.
3. Pathways: Potential is more important than
experience unless time matters.
Todd Rose, Harvard Professor, Director – Center for
Individual Performance, Author of The End of Average
@lever
#qualityofhire

6. Performance-based Hiring
1997
2002
2007
2005 2013 Integrated Business System
for Hiring Top Talent
@lever
#qualityofhire

7. Performance-based Hiring
1997
2002
2007
2005 2013 4 Candidates/hire
2:1 Sourcing Mix
80% First Contact Yield
@lever
#qualityofhire

8. Two Talent Markets
Maintain Talent Level
Surplus Strategy
Raise Talent Level
Scarcity Strategy
Find-Apply-Weed Out Attract and Nurture
Transactional Consultative Recruiting
Ill-defined Lateral Jobs Career Moves
Cost and Efficiency ROI and Quality of Hire
Active
Postings
Followers
10-20%
Passive
Referrals
Networking
Boolean
80-90%
Skills & Experience Qualified Performance Qualified
@lever
#qualityofhire

9. Two Talent Markets
Maintain Talent Level
Surplus Strategy
Raise Talent Level
Scarcity Strategy
Find-Apply-Weed Out Attract and Nurture
Transactional Consultative Recruiting
Ill-defined Lateral Jobs Career Moves
Cost and Efficiency ROI and Quality of Hire
Active
Postings
Followers
10-20%
Passive
Referrals
Networking
Boolean
80-90%
Skills & Experience Qualified Performance Qualified

10. Performance-based Hiring Overview
Performance-based Hiring Business Process
Expert System: Best People, Recruiters, Managers
Performance-based Job Descriptions
Great Career Moves vs. Lateral Transfers
Talent Centric Sourcing
Target Best People – Entire Talent Market
2-Question Performance-based Interview
Evidence-based – Quality of Hire
Integrated Recruiting
Career Growth “30% Solution” vs. Compensation Max
info@louadlergroup.com
@lever
#qualityofhire

11. Sourcing in the Entire Talent Market
Candidates
per Hire
< 4
50–100X
20–30X
10X
Performance Qualified
Passive
The Best Will Not Apply
Skills/Experience Qualified
Active/Passive
Few Top People Apply
Performance Qualified
Active
The Best Will Not Apply
​40/40/20 Plan
@lever
#qualityofhire

12. From Skills and Experience Qualified to Performance Qualified
Creating the Career Move
Indirect Direct
Skills
Experience
Academics
Industry
Competencies
Responsibilities
Job Description
Performance Profile
Clarify Expectations
Grow sales by 10%
Launch new product line
Build a team in 90 days
Evaluate the process
Prepare a plan for ___
Develop product spec
Design a circuit
Environment
Culture
Manager
Having of Skills
Hiring for Average
Delivering Results
Hiring for Context
@lever
#qualityofhire

13. Define Job Before Defining Person
Primary or Fixed
Variable
The Difference Maker
It’s what you DO with
what you HAVE, not what
you HAVE that counts!
Quality of Work, the Fit
and the Rate of Change!

14. Define Pre-Hire Quality of Hire
What does the person need to
do be successful?
• Collaborate with sales rep to
develop customer solutions at C-
level in F500 companies
• Lead intense detailed product
spec presentations to
sophisticated buying groups
• Work with contracts to develop
cost/price/margin analysis for
$5mm+ programs
• Handle 3-6 major programs
concurrently
This is not a job
description. It’s a
person description.

15. Improve Response Rates
Lead with an AGM
Emphasize Doing,
Learning, Becoming
Warm-up, not Apply
Capture Job Brand
Stories, not Skills

16. What do the best people do differently?
1
Consistently
exceed expectations!
3
Leadership:
Vision plus execution
4
Good problem solving &
thinking skills
6
Get it done–
no excuses!
Coaches, manages,
develops self/others
2
Flexible, deals with change,
manager, culture
5
@lever
#qualityofhire

17. Performance Qualified Quality of Hire
Performance-based Hiring Job Fit Indexsm
Cultural &
Managerial
Fit
Quality of
Hire
Talent
Predictor
Talent
Thinking
Problem-
solving
Track
Record of
Comparabl
e Results
Career
Move
30%
Solution
Achiever
Pattern &
Growth
Trend
Basic
Skills
Experience
Education
Team
Organize
Manage
©2015 All Rights Reserved. The Adler Group, Inc.
Job Fit
Intrinsically
Motivating
What if all
of the traits
are true?
ROI of Quality of Hire
Talent Scorecard
info@louadlergroup.com
@lever
#qualityofhire

18. Criteria to Engage Criteria to Accept
Consultative Recruiting – Warm-up for Needs Analysis
Recruiting & Hiring Passive Candidates
Great Jobs + Engaged HMs + Strong Recruiters
Title
Company
Compensation
Location
Job
Career Opportunity
Job and Impact
Hiring Manager
Team
Compensation
Work / Life Balance
Company, Culture, Mission
Day 1 Year 1 and Beyond!
Active
Expand Pool
20%
Passive
Narrow the Pool
to the Top 25%
80%
@lever
#qualityofhire

19. ​30% Solution – Consultative Recruiting – Warm-up for Needs Analysis
Recruiting & Hiring Passive Candidates

20. Performance-based Hiring & The End of Average
Passive
Referrals
Networking
Boolean
80%
Active
20%
@lever
#qualityofhire

21. Company-branded careers page in Lever

22. Easy application
“As a job applicant, I appreciate a fast, well-designed application process. I've used some
older technology that require a lot of time and data entry and in some cases, I didn't finish
the application because of that. ” - Lever Applicant
@lever
#qualityofhire

23. 23
Requisitions
@lever
#qualityofhire

24. Thank you!
Questions?
​
• Demo of Performance Qualified vs. SEQ
• Calculate ROI of Quality of Hire
• Audit Extreme Networking Class and report back
• Audit Module 1 of our Performance-based Hiring
workshop and report back
info@louadlergroup.com
Performancebasedhiring.com
Join our next webinar on Recruiter.
com, The Make-or-Break Stakes of
Candidate Experience, with Ed
Nathanson of RedPill Talent.
bit.ly/candidatelove