Think about the best people you’ve ever worked with. Your best placements. Your best clients. Your best recruiters. What do they do differently every day, every week, every month and every year? You’ll discover that everything they do is predictable. In this session, industry expert Lou Adler will show you how to uncover the predictors of success during the intake meeting with your hiring manager clients. Then you’ll use these same predictors to drive every aspect of the recruiting process from sourcing to negotiating offers. Here are some of the key takeaways Adler will cover in this can’t miss session: - Learn how to get hiring managers to happily discard skills and experience infested job descriptions. - Find out what it takes to get hiring managers to see every one of your candidates. - How to predict and measure quality of hire long before the hire. - How to close more offers by taking compensation off the table.

1. ​Lou Adler
​CEO and Creator of Performance-based Hiring
​Author – Hire With Your Head, The Essential Guide for Hiring & Getting Hired
​The Adler Group, Inc.
Recruiting at the Top of the Funnel
Make More Placements by Maximizing Quality of Hire

2. Feedback Process Control Examples

3. Performance-based Hiring
1997
2002
2007
2005 2013 A Business Process for Hiring
Top Talent

4. Performance-based Hiring
1997
2002
2007
2005 2013 Recruiting at the Top of the
Funnel
Surplus vs. Scarcity?

5. A Business Process for Hiring Top Talent
Candidates
per Hire
< 4
Passive to Active
Sourcing Mix
> 2:1
1st Contact
Funnel Yield
>80%
QoH Talent
Scorecard
Top-
third
HM Present/Met
>90%
budurl.com/agresources
Maximize Quality of Hire and Efficiency
Predict Measure AchievePlan Control ●●●●

6. Top Traits of Top People
Measuring Quality of Hire
1
Consistently
exceeds
expectations!
2
Coaches, manages,
develops self/others
3
Leadership:
vision plus execution
4
Breadth and depth
of thinking skills
5
Flexible, deals
with change,
manager, culture
6
Gets it done–
no excuses!

7. Expand Pool 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
Having skills Delivering results

8. Measuring Quality of Hire
Job Fit:
Intrinsic
Motivators
Predict
Pre-Hire
Quality of
Hire
Trend of
Growth
Comparable
Results
Career
Move
Achiever
Pattern
Managerial
& Cultural
Fit
budurl.com/agresources

9. Surplus vs. Scarcity?
50–100X
20–30X
10X
Recruiting at the Top of the Funnel
Performance Qualified
Passive – Not Apply
Referrals & Recruiting
SEQ
Boolean
Social
Performance Qualified
Active – Not Apply
Social & Boolean

10. 31%
35%
17%
3%
57%
48%
63% 64%
1%
7%
13%
25%
11% 10%
7% 8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under/Unemployed: Active Employed: Active Employed: Tiptoer Employed: Passive
Apply
Networking
Internal
Other
How People Get Jobs
Source by Job-hunting Status
5–15% 15–20% 65–75%
©2015 All Rights Reserved. The Adler Group, Inc.

11. Criteria to Engage Criteria to Accept
Consultative vs. Transactional Recruiting
Recruiting Passive Candidates
Big Data End-to-End Yield at Each Step
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!

12. Create Opportunity Gap
“30% Solution = S+S+G+$”
Maximize Your Use of Time
Job Stretch
Job Satisfaction
Job Growth
Learn to Drive the Bus – Applicant Control
​Offer a 30% Non-monetary Increase
Maximize Yield: Ensure Your Candidates Don’t Make
Long-term Decisions Using Short-term Information

13. Make Hiring the Best a True Business Process

14. A Business Process for Hiring Top Talent
Candidates
per Hire
< 4
Passive to Active
Sourcing Mix
> 2:1
1st Contact
Funnel Yield
>80%
QoH Talent
Scorecard
Top-
third
HM Present/Met
>90%
budurl.com/agresources
Maximize Quality of Hire and Efficiency
Predict Measure AchievePlan Control ●●●●

15. …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

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