Lou Adler, CEO and Founder of The Adler Group, has worked with over 1,000 hiring managers documenting unique differences of what makes managers great and how they attract and build highly effective teams. LinkedIn Talent Solutions offers a full suite of tools to help you find, attract, and hire top candidates. Contact us to learn more: http://bit.ly/28PIBYr

1. How Hiring Managers
Get from Good to Great
​ June 22, 2016

2. Welcome to
“How Hiring Managers Get from Good to Great”
The webcast will start momentarily.
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3. Hi! It’s nice to meet you.
Lou Adler
CEO & Founder
The Adler Group
Lou Adler is the CEO and founder of The Adler Group – a training and search firm helping companies
implement Performance-based Hiring℠. Adler is the author of the Amazon top-10 best-seller, Hire With Your
Head (John Wiley & Sons, 3rd Edition, 2007). His most recent book has just been published, The Essential
Guide for Hiring & Getting Hired (Workbench, 2013). He is also the author of the award-winning
Nightingale-Conant audio program, Talent Rules! Using Performance-based Hiring to Build Great
Teams (2007).
#hiretowin
Hire With Your Head and
The Essential Guide for Hiring & Getting Hired

4. Today’s session will cover:
① Achieving the Hiring Q-fecta
② Implementing a talent scarcity strategy
③ Redefining the perfect job and the perfect
candidate
④ The Hiring Formula for Success
⑤ The Single Best Interviewing Question of All
Time
⑥ The Job Fit Index to Measure Quality of Hire
#hiretowin

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

6. 6
Performance-based Hiring Job Fit Indexsm
#hiretowin
Performance Qualified Shift
Would you at least meet a
person if she/he had a different
mix of skills & experience, but
strong on all of the other factors?
The Performance-based
Interview will be used to
accurately assess all of the
factors, including if the job
represents a career move.
Cultural &
Managerial
Fit
Quality of
Hire
Talent
Predictor
Talent
Thinking
Problem-
solving
Track
Record of
Comparable
Results
Career
Move
30%
Solution
Achiever
Pattern &
Growth
Trend
Basic
Skills
Experience
Education
Team
Organize
Manage
Job Fit
Intrinsically
Motivating

7. 7
“Q” – Hiring Utopia Where Everyone Wins
#hiretowin
① Max Quality of Hire
② Perfect interviewing
③ Lowest cost per hire
④ Shortest time to fill
⑤ Candidate job satisfaction is off the charts
⑥ Recruiter and hiring manager high-fiving daily!

8. 8
A Systematic Approach to Hiring the Top 25%
#hiretowin
Performance-based Hiring Business Process
The Recruiting – Hiring Manager Partnership
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 vs. Compensation Max

9. 40% 40%
22%
8%
47%
42%
60%
62%
3%
8%
13%
23%
10% 10%
5%
7%
UNDER/UNEMPLOYED -
ACTIVE
EMPLOYED - ACTIVE EMPLOYED - TIPTOER EMPLOYED - PASSIVE
Apply Networking Internal Other
5–20% All Active Candidates 15–20% 60-75%
How People Get Jobs – 2015 & 2016
Total Talent Market

10. Is there a surplus of the best people or scarcity?
HAVE GET BECOMEDO
Surplus – Weed Out the Weak – Active – Best Who Apply
Scarcity – Attract the Best – Passive – Raise the Talent Bar
Hiring Manager Focus: DOING vs. HAVING
Candidate Focus: DOING & BECOMING vs. GETTING
You can’t use a
talent surplus
process when
a talent surplus
doesn’t exist.
Rethinking Talent Strategy - Backwards

11. 19971999
2013
Gallup’s Q12
①Clarify expectations
②Right tools/training
③Motivating work
④Supportive managers
Confirmed by Google’s Project
Oxygen and Harvard
Know the Job – Clarify Expectations

12. Career Move =
Difference in new
opportunity vs. current
job, satisfaction and
growth
Creating the Career Move - Clarify Expectations
Past
Job Description
HAVING
- Skills
- Experience
- Competencies
- Education
- Responsibilities
Future
EVP
- Becoming
- Strategic
- Intrinsic
Year 1
Performance Profile
Doing
- Grow sales by 10%
- Launch new product line
- Build a team in 90 days
- Evaluate process
- Prepare a plan for ___
+

13. The Hiring
Team
Sourcer
Recruiter
Hiring
Manager
Prospect
& Advisors
Attracting – Assessing – Closing
Onboarding – Performance Management
Clarify Expectations Up Front
Performance Profile
Doing
- Grow sales by 10%
- Launch new product line
- Build a team in 90 days
- Evaluate process
- Prepare a plan for ____

14. The Hiring
Team
Sourcer
Recruiter
Hiring
Manager
Prospect
& Advisors
Attracting – Assessing – Closing
Onboarding – Performance Management
Clarify Expectations Up Front
It’s what you
DO
with what you
HAVE
that matters.

15. Why is it so awful?
Overvalue first impressions
Don’t know job, environment, manager,
team, culture
Overvalue intuition or tech skills
Narrow vs. full range of factors
+ 7% = 57%
How accurate is the
typical interview in
predicting on-the-
job success?
Performance-based Interviewing
Performance Profile
Doing
- Grow sales by 10%
- Launch new product line
- Build a team in 90 days
- Evaluate process
- Prepare a plan for __
Job Description
HAVING
- Skills
- Experience
- Competencies
- Education
- Responsibilities

16. Use the phone screen and interview to determine if the
person is “basically” and “situationally” competent.
Why do good people underperform?
Core or Basic Competencies
Situational Fit Factors
The General Formula for Hiring Success =

17. Fact-finding Questions
• Describe the project
• Snapshot beginning and end
• Biggest challenges
• Process of success
• Biggest problem
• Biggest decision
• Initiative
• Likes and dislikes
• Recognition
The Most Significant Accomplishment Question (MSA)
Most Significant
Accomplishment?
Compare to Job Needs
 What traits stand out?
 Take responsibility to measure
performance not presentation.
 Starts recruiting process.
 Look for “opportunity gaps.”
 Fact-finding is the skill.
 Repeat question to see trend
of performance.

18. 18
Performance-based Hiring Job Fit Indexsm
#hiretowin
Performance Qualified Shift
Would you at hire a person if she/he
had a different mix of skills &
experience, but was strong on all of
the other factors?
Performance-based Interview
Define the job, not the person
doing the job.
Ask MSA questions to see trend of
performance over time.Cultural &
Managerial
Fit
Quality of
Hire
Talent
Predictor
Talent
Thinking
Problem-
solving
Track
Record of
Comparable
Results
Career
Move
30%
Solution
Achiever
Pattern &
Growth
Trend
Basic
Skills
Experience
Education
Team
Organize
Manage
Job Fit
Intrinsically
Motivating

19. Performance-based Hiring Process
1 2 3 4
5 6 7 8

20. LinkedIn Talent Solutions offers a full suite of tools
to help you find, attract, and hire top candidates.
Contact us to learn more.
Call
855-655-5653
or visit
bit.ly/contacttalentsolutions
Lou Adler
CEO & Founder
The Adler Group
Linkedin.com/in/louadler
info@louadlergroup.com
Performancebasedhiring.com
Let’s connect!
#hiretowin

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