Archive for Current Articles
As part of the fourth edition of Hire with Your Head (Wiley, September 2021) we’re starting a unique book club for those who pre-order the book. Over the next several weeks I’ll be highlighting different themes from the book. This week focuses on the idea of hiring for the long-term rather than the start date in order to achieve consistent Win-Win Hiring outcomes.
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The fourth edition of Hire with Your Head (Wiley, September 2021) will soon be published. As part of the unique book club we’re putting together for those who pre-order the book program, I’ll be selecting different sections of the book to highlight. The opening of the book makes the case that most hiring problems are strategic in nature, so I’ll start there.
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On September 22, 2021, the 4th edition of Hire with Your Head will be published by John Wiley & Sons. As part of the totally revised edition, I reviewed some of my favorite posts from the past few years and incorporated them in the new book. The following is a slight rewrite of one that appeared on LinkedIn’s Talent Blog a few years ago.
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A recent article from The Atlantic doesn’t mince words about the current labor market in the United States: “Quitting your job is hot this summer. More Americans quit in May than any other month on record going back to the beginning of the century.”
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A recent article by Harvard Business Review points out a seeming contradiction in the U.S. labor market: Unemployment is high, yet many businesses are struggling to fill open positions. With European countries potentially heading down a similar path, it may be time for talent professionals around the globe to rethink their hiring strategies.
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Making a job change is an incredibly big decision for candidates. It’s personal, emotional, and sometimes anxiety inducing. Additionally, sometimes the best candidates for your opening aren’t actively on the job market or ready to make a move.
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Even companies that are LGBTQ+-friendly often focus more on the “LGB” than on the “T” or “Q.” So, in honor of Pride Month, we want to highlight how you can make your company more welcoming of people who are transgender and gender-nonconforming.
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Cash bonuses. Management training and college tuition. Free knives and hotel stays. An appetizer for an application — or, better put, an app for an app.
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Make sure you read “15 Ways to Hack-a-Job” if you’re starting to think about changing jobs. Here are 107 other job posts for job seekers that will guide you step-by-step through ensuring you compare offers properly especially how to negotiate compensation. You’ll find the condensed version in The Essential Guide for Hiring & Getting Hired.
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Employers and employees alike are curious about the post-pandemic workplace: What will the office look like? Will you need a proof of vaccine to enter? Who will line up eagerly to get into it and who will adamantly remain at home? A recent article in The Atlantic suggests that those who do stay at home will likely get penalized — despite the proven productivity gains that remote work generally leads to.
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The announcement that effective COVID-19 vaccines had been developed was cause for both celebration and relief. But with vaccine rollouts well underway, companies around the world are now facing a dilemma: whether or not to mandate that current employees and new hires get the vaccine before returning to the workplace.
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When you go to the doctor, it’s natural to talk about the symptoms you’re experiencing. While medical tests will be critical to judging your health, a doctor can make a better assessment when you share details of how your life is changing and what pain you might be feeling. The same can be said about measuring diversity and inclusion.
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After the release of the latest U.S. jobs report, pundits, politicians, and journalists alike have been theorizing as to why the numbers were so disappointing. After all, across the country vaccination rates are trending up, lockdown restrictions are easing or lifting entirely, and businesses and offices are opening up.
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The past year has been a difficult one for managers. Burnout is on the rise and managers have had to take on many new responsibilities outside of their normal job purview, especially as the pandemic has blurred the lines between employees’ work and personal lives.
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In a 2017 report, researchers from Harvard Business School, Accenture, and Grads of Life discovered that in the United States alone, 6 million middle-skills jobs were at risk of “degree inflation” — the practice of requiring or preferring a college degree for jobs previously held by people without one. This not only created unnecessary barriers to entry for countless skilled job seekers but also made it harder for companies to hire, with two-thirds of employers struggling to fill these roles.
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Liz Johnson has a pretty good idea of just how much people with disabilities can do.
Liz has cerebral palsy, which has left her right side much weaker than her left. She’s won gold medals in swimming at the Paralympics and the world and European championships and set world records i
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They’re a good indicator of candidate engagement, but they also mean recruiters are getting more bang for their buck from their InMail allotment. Recruiters earn an InMail credit back if their message receives a response within 90 days — so response rates reflect both candidate engagement and recruiter efficiency.
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Wild horses are often seen as a symbol of the American West, but in what could be a first in the corporate world, Tesla is showcasing the animals as a part of a recruiting effort. “Come work at the biggest [and] most advanced factory on Earth!” tweeted CEO Elon Musk when the company opened its new plant in a remote area of Nevada. “Located by a river near the beautiful Sierra Nevada mountains with wild horses roaming free.”
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The past year has been a difficult one for managers. Burnout is on the rise and managers have had to take on many new responsibilities outside of their normal job purview, especially as the pandemic has blurred the lines between employees’ work and personal lives.
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At the beginning of a recent corporate recruiter workshop a hiring manager I had worked with previously at LinkedIn, asked if he could tell a Performance-based Hiring interviewing story.
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I first heard about Red Scott’s “Hire Smart or Manage Tough” credo 30+ years ago at a Vistage (then TEC) resource presentation.
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Despite its value, behavioral event interviewing (BEI) has some huge holes that can be quickly filled with help from the famed detective, Sherlock Holmes.
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In my supposed semi-retired state, I’ve been asked to help some PE and VC boards hire a number of C-level officers. Most of the job descriptions sent my way start with the classic laundry list of “must-have” experiences and competencies. As a result, they all get my classic response: “This is not a job description, it’s a person description. Let’s put the person description in the parking lot and first define the work the person needs to do to be considered successful.”
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Recruiters can play a strategic role in any company, but too often their focus is filling jobs with a reasonably competent person at a reasonable cost in some reasonable timeframe. But as far as I’m concerned, this kind of hiring is an overhead function that can be automated with some combination of an ATS, a chat bot, and a robot. A more strategic recruiter, on the other hand, is someone who can consistently raise the talent bar when the right talent is hard to find. Let the robots fill the easy positions. The recruiter of tomorrow is someone who can fill the hard roles, and take my word for it — in the future, there will be more hard ones to fill. Here’s how to get started.
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Separating sourcing from recruiting never made a lot of sense to me. Many sourcers never even talk to candidates and just pass a list of names to a recruiter. But the best candidates, whether they’re active or passive job seekers, always have multiple opportunities and convincing them your opportunity is worth considering involves just as much recruiting as sourcing. So the key is to do both to keep the best people engaged throughout the hiring process — and if you do make an offer, it shouldn’t be tied to a big increase in compensation. Here’s how to get started:
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When I first became a recruiter, one big frustration was having hiring managers reject good people for bad reasons. When this happened, the hiring manager would inevitably ask, “Do you have any other candidates?” and I would have to do the search all over again. For everyone involved — the recruiter, the hiring manager, and the candidate — this is a waste of time. And when it happens too often, it means the hiring process is broken.
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Gallup offers some after-the-fact fixes which, as far as I’m concerned, are too late to do much good. To me the cause of the problem is much more obvious: The wrong people were hired in the first place!
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Take a moment to consider the following: If your company hires 100 people in the next 12 months, that’s an annual increase in compensation costs of at least $10 million if you factor in an average total compensation of $100,000 per person. Clearly, the total cost of hiring dwarfs the cost per hire, and no matter how you cut it, that’s a lot of money. Unfortunately, much of this spend will be wasted by hiring the wrong people.
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Ensuring the candidate has the right information to answer the, “Why do you want the job?” question, starts when I first talk with the person. During this call I suggest that no one should accept an offer for another job if it doesn’t provide at least a 30% non-monetary increase. More important, all offers, including not changing jobs or accepting a counteroffer should be compared using this same benchmark. This idea is shown in the graphic and referred to as the 30% Solution.
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The Six Sigma movement of the 1980s and 1990s was developed around the same concept of correcting problems as early as possible in the process to minimize costs and maximize final product quality.
The same idea can be applied to a company’s sourcing and selection process based on the idea that too many rejections at the end of the process, including good candidates opting-out or rejecting offers and bar-raisers saying no, means there’s a problem somewhere upstream. Eliminating these upstream problems will reduce costs, increase recruiter productivity, save time, and shorten time-to-fill while raising the quality of the people being seen and hired.
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I’ve long contended that personality style tests like Predictive Index, DISC and Myers-Briggs are inappropriate for screening candidates in or out before they’re interviewed. The problem is that these tests measure preferences, not competencies. More important, most people can modify their preferred style to meet the needs of the situation, something not even considered by these types of questionnaires. As a result, there are just too many false positives and false negatives to make these types of tests good enough for filtering candidates early in the hiring process.
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From the company perspective, one of the biggest disruptors involved replacing generic and skills-heavy job descriptions with the answer to this question: “What does the person taking this job need to do over the course of the first year to be considered both successful and highly satisfied?”
The answer resulted in a list of 6-8 KPOs (key performance objectives) describing the work the person needed to do and its importance.
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It doesn’t take a lot of insight to attribute the increase in turnover over the past 25 years to the idea that most people change jobs for the wrong reasons. For some proof, just consider this report from Gallup indicating that only 30% of the workforce is fully engaged. According to Gallup, this results in a $1 trillion problem. A more recent survey we conducted on how job satisfaction impacts job hunting status validates the Gallup study.
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Whether a person will accept a job offer, reject it, or back out later should never come as a surprise. Any surprise factor can be avoided as long as you follow some fundamental recruiting techniques.
The most important: Never make an offer you’re not absolutely sure will be accepted.
Underlying this rule is the need to test every component of an offer to determine if the candidate will accept it before formalizing the offer in writing.
Testing can be as simple as asking the candidate if he/she would accept a fair offer and be able to start by a certain date. Any evasiveness is a clue the offer won’t be accepted.
A more formal approach to testing involves getting “yes” answers to the ten following questions. It’s important to note that getting a “no” is not a bad thing. Converting the “no” into a “yes” is called recruiting.
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In this podcast Lou Adler goes step-by-step through what he contends is a barometer for a company’s entire hiring process. Using this process you will only need to phone screen 10-12 people to interview 3-4 people in-person to wind-up with one great hire. Whenever these metrics are exceeded the problem is either due to ineffective sourcing or weak recruiting or assessment skills. In this podcast you’ll learn how to identify outstanding talent who will not only raise the talent bar at your company but also will accept a fair offer.
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Long ago a candidate told me he was taking an offer from another company for a little more pay, a better title and a job closer to home.
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Frequently hiring managers make the excuse that they don’t have enough time to spend with the recruiter to discuss a new job. Instead they want the job posted right away. In this podcast Lou Adler describes how this approach wastes more time than it saves and how to convert a 45-minute conversation into stronger hires.
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Leave a Comment (0) →Here is Lou Adler's Hiring Troubleshooting Guide, a comprehensive listing which outlines the hiring problem and the solution.
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In this podcast Lou Adler answers the common candidate question, "What's the compensation." Adler suggests a non-answer to understand what drives the person to excel. If your job matches this you need to pay the person whatever they need.
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Lou Adler’s Fourth Edition Book
Hire with Your Head