BLR webinar October 20 2015 Dr John Sullivan 1 wwwdrjohnsullivancom or JohnSsfsuedu 3 goals for today 2 They asked me to Be a provocateur ID: 815628
Download The PPT/PDF document "THE TOP 10 ACTIONS THAT WILL MAKE YOU AN..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
THE TOP 10 ACTIONS THAT WILL MAKE YOU AN EXCEPTIONAL RECRUITERBLR webinar – October 20, 2015
© Dr John Sullivan
1
www.drjohnsullivan.com
or JohnS@sfsu.edu
Slide23 goals for today
2
They asked me to
…
Be a
provocateur…
and
to
challenge your thinking.
To highlight
the differences
between the average recruiter and an exceptional recruiter.
To answer all of your
questions
.
Slide33
Note
3
These slides are available through BLR
Slide44
I’m from the Silicon
Valley…
so I will move
fast
today
P
lease
send in questions at any time
Slide55
Which HR function has that highest impact on revenue and profit
Introduction
Slide6Which talent function has the highest business impact? (BCG)
6
Source:
BCG
/WFPMA -
From Capability to Profitability: Realizing the Value of People Management, 2012
Slide77
The origin of today’s material
After 35+ years of studying, managing and training literally thousands of recruiters, I have identified
the factors that separate… the average recruiter from the exceptional one.
I focus on
actions rather than
competencies
because I have found that a recruiter may possess competencies… but not actually use them on a regular basis.
7
Slide88
Some quick definitions
Part 1
Slide9Definition of a RINO
9
A RINO
= (
Recruiter In Name Only)
They
perform mostly administrative tasks
And they have little real impact
on the quality of candidate or on the quality of hire
Slide10Definition of an exceptional recruiter
10
An
exceptional recruiter
produces…
Quality hires
– their hires perform at least 10% better on-the-job than the average new hire.
Satisfied users
– hiring managers and candidates rate their service in the top 10%.
They do that by
Sourcing
– they find qualified candidates that average recruiters could never find.Convincing them to apply – they convince barely interested prospects to apply and interview.
Selling
– they excel at convincing hard to hire candidates to accept offers.
Slide1111
RINO
recruiters
focus on the wrong things
Part 2
Slide1212
R.I.N.O.
identifiers (Recruiter
In Name Only)
They have an
active candidate
focus
They
may spend nearly 100
%
of their time working with active
candidates “that find us” with little effort on our part. These candidates are actively looking, so most of the work involved is really administration, sorting and verification… rather than the more difficult direct sourcing and convincing.
12
Slide1313
R.I.N.O. identifiers
They use
the same process
every
time
Years
ago research by AIRS uncovered the fact that most recruiters use the same exact hiring process
for every job
.
RINO’s
are uncomfortable trying new approaches, so they use the exact same sourcing, screening, and interviewing process for every job (in some cases, over several years). This “one-size-fits-all” fails because success requires varying the approaches, tools, and sources so that they “match” the job family.
13
Slide1414
R.I.N.O. identifiers
RINO’s have an
internal
process focus
They are primarily
focused on
knowing and following
the firm’s
own
internal corporate recruiting processes. As a result of this internal focus, they are not aware of the recruiting approaches used by their talent competitors. They don’t gather competitive analysis information that could successfully be used to counter a competitor’s recruiting actions.
14
Slide1515
R.I.N.O. identifiers
RINO’s focus on
costs
RINO's
focus on
cost containment and cost reduction… rather
than
quality of hire or
ROI.
Their
cost per hire approach pushes them to use the cheapest rather than the most effective recruiting sources, tools, and approaches.
15
Slide1616
R.I.N.O. identifiers
RINO’s can be primarily
vendor managers
RINO’s are
comfortable
letting outsiders do their recruiting for
them
(agencies or RPO’s).
As
a result,
they spend a significant percentage of their time managing third-party vendors and their costs… rather than actually recruiting.
16
Slide1717
R.I.N.O. identifiers
They are primarily
job
posters
and scrapers
Active
candidates can be easily attracted
by simply posting your jobs
(post and wait)
using newspaper ads, the corporate website, and major job boards. It doesn’t take any level of professional skill to get most of your hires from job boards.As a result, RINO’s spend a significant percentage of their time writing job announcements and posting open jobs. They then harvest the resulting active candidates.
17
Slide1818
R.I.N.O. identifiers
RINO’s are
requisition
managers
Pseudo-recruiters
spend a good deal of their time
creating requisitions
and getting
approvals. Unfortunately a requisition, whether approved or not, has little to do with actual recruiting. A RINO lacks courage, so these individuals certainly won’t start any recruiting effort without an approved requisition.
18
Slide1919
R.I.N.O. identifiers
RINO’s are
schedulers
RINO’s
allocate much of their time to scheduling interviews
for
managers and candidates
.
Even
though scheduling can be better done by admin staff or on a scheduling website, It makes them seem busy, but scheduling is a waste of an exceptional recruiter’s time.
19
Slide2020
R.I.N.O. identifiers
RINO’s are often
offer-letter assemblers
Understanding
an individual candidate’s expectations are critical to successful
closing.
Unfortunately
,
RINO's
are not experts in candidate
closing. So they restrict themselves to creating canned offer letters that are not designed to sell the candidate.
20
Slide2121
R.I.N.O. identifiers
RINO’s spend a lot of time
checking references
Only
occasionally does reference checking require an exceptional recruiter.
In
most cases
RINO's
only manage reference checking vendors
Or they make shallow reference checking calls that yield only positive results.
21
Slide2222
R.I.N.O. identifiers
RINO’s
attend
events
designed
for
actives
RINO’s
spend a significant amount of time attending
recruiting events like job fairs and campus career events that are created exclusively for active candidates. The net result of this time-consuming approach are active candidate resumes that are probably already in the firm’s database.
22
Slide2323
R.I.N.O. identifiers
RINO’s love
attending meetings
RINO’s
love meetings,
so they attend them at every opportunity.
They
also frequently look for
opportunities to sit in on candidate interviews
, even when they add no real value
.
23
Slide2424
R.I.N.O. identifiers
RINO’s
don’t follow-up
after the hire
After
a hire has been completed,
they “drop the hire over the wall” and consider their job to be done.
They
do not follow up
to later determine the quality of hire, and whether the hiring process they used could be improved.
24
Slide2525
R.I.N.O. identifiers
Generalists
are often
RINO’s
Although
there are obvious
exceptions,
many HR generalists simply don’t have the aggressiveness, interest, or skill sets
that are required
for great recruiting. Some generalists rely on agencies to mask their lack of interest in recruiting.
25
Slide2626
The
top 10 actions
that exceptional recruiters take
Part 3
Slide2727
The top 10 actions of exceptional recruiters
1) They are rapid
continuous learners
The
best single indicator
of an exceptional recruiter is rapid learning and benchmarking.
Rapid
learning and benchmarking are absolute necessities
because the recruiting market and best practices change frequently but also because talent competitors are continually updating their recruiting practices. So exceptional recruiters are continuous self-directed rapid learners and avid daily readers of both business and recruiting information.
27
Slide2828
The top 10 actions of exceptional
recruiters
2) They become
business
experts
too
Research
has shown that the best HR people are businesspeople first, and the same is true in recruiting.
As
a result,
the second most accurate identifier of an exceptional recruiter is their in-depth knowledge of the business, the product, customers, and the product competition. Without this business acumen, they cannot work effectively with hiring managers or top prospects.
28
Slide2929
The top 10 actions of exceptional
recruiters
3) Be data-driven with a focus on Quality-of-hire
Exceptional
recruiters know that
they must be data-driven and use metrics to make decisions
.
So
after a hire is completed, t
hey follow up
to track the performance and retention rates of their new hires (i.e. quality of hire). They use that information and data to improve their own hiring approach. They also periodically assess the satisfaction levels of the hiring managers and candidates . They also conduct a failure analysis after all major recruiting failures.
29
Slide30A strategic recruiting function would know…
When
is the best time to recruit away another firm’s recent hires?
Source: entelo.com using 1 million resumes
Anniversary date at 36 months
Anniversary date at 24 months
Anniversary date at 12 months
Waiting period
What causes these recent hire “turnover spikes”
Employees that quit
Years at the firm
Slide3131
The top 10 actions of exceptional
recruiters
4) They effectively
manage hiring managers
Exceptional recruiters realize that the
hiring manager relationship is the #1 factor in hiring success.
So they
use influence and data
to convince
hiring managers to listen, so that together they can continually improve both their approach and their results.
31
Slide3232Google uses data to influence hiring managers
“All people decisions are based on data & analytics”
"We want to bring the same level of rigor to people-decisions that we do to engineering decisions"
“The
best thing about using data to influence managers… is that it’s hard for them to contest it”
Slide3333
The top 10 actions of exceptional
recruiters
5) They
prioritize jobs
and candidates
The
best realize that
all hires don’t have an equal business
impact, so they never prioritize recruiting based solely on the date of the requisition.Exceptional recruiters prioritize and focus on high-impact candidates and the highest-impact jobs that require the highest level of recruiting skills (i.e. mission-critical jobs, revenue-generating jobs, and hard-to-fill jobs).
33
Slide3434
Prioritize and target high impact jobs
Prioritizing
jobs
for recruiting
(< 25%
target)
Mission critical
jobs
Revenue
generating, Sales and revenue impact jobsJobs that are responsible for innovationHigh customer impact jobs Key manager and executive jobsHard to fill through recruiting jobsHard to fill through succession or “back-fill” jobsAll jobs in your key teams or business units (high growth, profit or margin)
Slide3535
The top 10 actions of exceptional
recruiters
6) They primarily
source not-active prospects
Instead of the
easy-to-find and sell active candidates, they instead focus their
direct sourcing
activities on
identifying and convincing the best currently employed individuals to become candidates at their firm. This requires additional skill because not-actives must be approached gradually before they will even consider talking about a new job.
35
Slide3636
The top 10 actions of exceptional
recruiters
7) They focus
on
relationship building and
selling
Exceptional recruiters
know that the best candidates
have
multiple job choices (including staying at their current employer).
So exceptional recruiters build relationships that allow them to build trust and then to identify each candidate’s “job acceptance criteria”.Eventually they influence and sell top prospects on applying for and accepting a job.
36
Slide3737
The top 10 actions of exceptional
recruiters
8) They build
a candidate pipeline
Exceptional
recruiters
are
forward-looking and proactive,
so they are continually sourcing, evaluating and selling top prospects for future openings. Exceptional recruiters also maintain contact with top-quality candidates who were not hired in order to maintain their interest and to place them at a later date (Silver Medalists).
37
Slide38“Silver medalist” actions Silver medalists get emails and text updates as
new job opportunities become available GM -"
we hire a ton of people from that group"
Also used by GE, Intuit and Google (revisit program)
38
Slide3939
The top 10 actions of exceptional
recruiters
9) They focus on the
most effective sources
You can’t hire people that have not been sourced, so it is critical to know which sources produce the highest quality candidates/hires.
Exceptional recruiters
ask their new hires during onboarding which sources had the most impact on the decision to apply.
And they follow up with hiring managers after 6 months
to rate the new hire’s job performance
.
39
Slide40The best sources for quality not-active prospects
40
Referrals
Boomerang rehires
Revisit
silver medalists
Find their work
Contest winners
Award winners
At
professional
eventsLinkedIn Ask new hiresDuring benchmarking
Ask
references
Interns
Slide4141Referrals are #1 for quality hires
Use the “give
me
5” referral approach
(Google
)Proactively approach top performers and ask themTo identify the top five people
that they know in their field…
in these categories
The best
performer
you ever worked withThe most innovativeThe best team playerThe best managerThe best working under pressureThen ask your employee to contact these 5 individuals and try to convince them to apply
Slide42Boomerang re-hires “You’re always welcome here” e
-card + alumni group
16% of
hires
42
Slide4343
The top 10 actions of exceptional
recruiters
10) They utilize candidate research (surveys and interviews) to find out…
How exactly do top prospects
look for a job.
Where top prospects
would see/read company information
or a job posting.
A candidate’s
job acceptance criteria.
43
Slide4444
Additional actions
that exceptional recruiters take
Part 4
Slide4545
Additional actions
of exceptional
recruiters
Diversity recruiting
– exceptional recruiters can sell hiring managers on the
business
impacts
of diverse
hires. So
they develop skills and best practices to identify and sell diverse candidates.
Personalized recruiting – they are capable of artisanal personalized recruiting in order to meet the unique needs of top prospects \ candidates.Expedited recruiting - they develop the capability of rapid hiring when it is needed to land a quality candidate who has another compelling offer
45
Slide4646
Additional actions
of exceptional
recruiters
They use
the best
communication
approaches
- they
identify the communications and messaging preferences of
their targets. They then vary their communication
tools and channels (i.e. mobile phone, text, video, social media etc.) so that they match the preferences of their target.Global recruiting — while RINO's only have U.S. recruiting capabilities, exceptional recruiters find the best talent everywhere in the world.Identifying not-obvious prospects — when sourcing or sorting through resumes, they find the hidden or “not-obvious” prospects others miss.
46
Slide4747
Additional actions
of exceptional
recruiters
They
become visible experts
– exceptional
recruiters realize the importance of
building a personal
brand for attracting and selling prospects.
As a result, they proactively become visible on social media including LinkedIn, as well as through their own blog, through speaking and writing articles, and through instructional YouTube videos.
47
Slide4848
Additional actions
of exceptional
recruiters
They support
recruiting leaders
– exceptional
recruiters help their
recruiting leaders
build effective business cases
and design new recruiting programs. They don’t get caught up with fads – recruiting has its share of fads (i.e. Friendster, Jobster, Tweetajob, MySpace, etc.). As a result, exceptional recruiters try new things but they quickly use data to sort out “what works” from what happens to be just popular.
48
Slide4949
Additional actions
of exceptional
recruiters
Integrating with other talent functions
–
the very best recruiters realize
that recruiting
doesn’t work in
isolation.
So
they work closely with other related talent functions (including onboarding, retention, employer branding, professional communities, and compensation) in order to improve and integrate the entire talent management process.
49
Slide50JohnS@sfsu.edu
50
Did I succeed in making you
think
?
Are there any more questions?
Slide5151
Dr Sullivan’s background
40
+ years in HR
Former Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 ee’s
Fast Company Magazine called him the “Michael Jordan of Recruiting”
Staffing.org called him “the father of HR Metrics”
“
One of the industries most respected strategists
”
SHRM
Selected among HR’s “Top 10 Leading Thinkers”
Ranked #8 among Talent Management influencers
Authored
more than 900 articles and 10 books
Advised over 175 firms on all 6 continents
Currently he is a Professor
of
Management at SFSU