using big data to measure and maximize quality of hire | talent connect anaheim
Post on 27-Jan-2017
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Keynotes &
general
sessions
Innovation
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Data &
Metrics
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title title title title title title title
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.
Using Big Data to Measure
and Maximize Quality of Hire
REROUTING
Feedback Process Control Systems
Performance-based Hiring
1997
2002
2007
2005 2013 Predictive Analytics
Feedback Process Control
Performance-based Hiring
1997
2002
2007
2005 2013 Predictive Analytics
Feedback Process Control
Surplus vs. Scarcity?
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!
Measuring Quality of Hire – Pre-hire Talent Scorecard
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
Big Data: Predictive and Control
Pre-Hire
Predictors of
QoH
Workforce
Planning
Sourcing &
Recruiting
Funnel
Yield
Role
of Hiring
Manager
and Team
The Process
Interview
The CX
NPS
A If B C predicts Quality of Hire
A You need to track and control B C
budurl.com/agresources
Maximize Quality of Hire & Efficiency
Predict Measure Achieve Plan Control ● ● ● ●
Predictive Analytics and Feedback Process Control
Maximize Quality of Hire & Efficiency
Candidates
per Hire
< 4
Passive to Active
Sourcing Mix
> 2:1
1st Contact
Funnel Yield
>80%
Pre-hire Talent
Scorecard
Quality
of Hire
CX NPS
>50%
budurl.com/agresources
Predict Measure Achieve Plan Control ● ● ● ●
Present/Meet
>90%
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.
50–100X
20–30X
10X
Sourcing in the Talent Sweet Spot
Performance Qualified Passive Not Apply
SEQ
Performance Qualified
Active
Not Apply
Surplus vs. Scarcity?
Candidates
per Hire
< 4
Sourcing in the Talent Sweet Spot
Follow-the-Leader Strategy
Raise the Talent Bar Strategy
Find-Apply-Weed Out Reach Out and Nurture
Transactional Consultative Recruiting
Ill-defined Lateral Jobs Career Moves
Cost and Efficiency ROI and Quality of Hire
budurl.com/agresources
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
Criteria to Engage Criteria to Accept
Consultative Recruiting
Recruiting Passive Candidates
Big Data End-to-End Yield
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!
Create Opportunity Gap “30% Solution = S+S+G+$”
Maximize Your Use of Time
Job Stretch
Job Satisfaction
Job Growth
Maximize Yield:
Ensure Your
Candidates Don’t
Make Long-term
Decisions Using
Short-term
Information
The Most Important Skill: Applicant Control
Predictive Analytics and Process Control
Predictive Analytics and Feedback Process Control
Maximize Quality of Hire & Efficiency
Candidates
per Hire
< 4
Passive to Active
Sourcing Mix
> 2:1
1st Contact
Funnel Yield
>80%
Pre-hire Talent
Scorecard
Quality
of Hire
CX NPS
>50%
budurl.com/agresources
Predict Measure Achieve Plan Control ● ● ● ●
Present/Meet
>90%
…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
Are you presenting at a breakout session?
Make sure your title slide is the right color.
To swap the slide master...
On the View tab, click Normal.
In Normal View, in the thumbnail pane on the left, click the
slide that you want to apply a layout to.
On the Home tab, click Layout, and then select the layout
that you want.
Keynotes &
general
sessions
Innovation
breakout track
Data &
Metrics
breakout track
Talent Brand
breakout track
Talent
Management
breakout track
Leadership &
Strategy
breakout track
Pipeline &
Recruitment
breakout track
title title title title title title title
info@louadlergroup.com
louadlergroup.com/resources/
Q & A
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