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Lou Adler Tackles Your Recruiting Challenges, Round Two

A couple weeks ago, Lou Adler dismantled many of your toughest challenges at three stages of the recruiting process: sourcing/recruiting, interviewing, and negotiating/closing.

If you’re one of countless recruiters looking to weed out job hoppers, for example, Lou had a solution for you.He infused words of wisdom throughout the webinar, but the truth is, he could only infuse so many in one hour.

 

This week, Lou is answering the questions that he didn’t cover in our webinar. We’re excited to reveal his answers below.

1) What can we do to boost diversity recruiting as we source and recruit? 

Ban skills-based job descriptions and replace these with performance-based job descriptions that define the work as a series of outcomes. Then, invite anyone who can deliver the outcomes to become candidates. This post summarizes the idea. The big idea: by focusing on performance, you open the pool to all high performers, diversity candidates and military vets who have a different mix of skills and experiences.

2) How many active searches do you think a recruiter should be managing at one time? 

6-8 is the most anyone can do well. But, if they add new ones as some close, the person can still make 3-4 high quality placements per month. 

3) What if the jobs you are looking to fill just aren’t exciting or “great jobs” to begin with? How do you get candidates to apply to them? 

Ask people who like the job why they really like it. You’ll discover that every job is great for someone. Then capture this intrinsic motivator in your recruitment advertising and look for it during the assessment process. This post offers some other crazy ideas. 

4) How do I re-engage candidates that I’ve lost contact with?

Call them and plead.

5) How do you get candidates to say yes more quickly? 

A quick yes is a sure way to make a bad hiring decision. A slow yes is how you hire top people. It starts by selling a 3o percent non-monetary increase as the reason to accept or reject an offer. I suggest spending more time with fewer people and making sure the person discovers for himself or herself enough stretch, growth, impact and satisfaction to see your job as superior. This post will help frame the 30 percent discussion. 

6) How can I close candidates who will have to relocate? 

It takes time and effort to relocate a person. It starts by planting seeds, adding lots of water in slow drips, convincing the person the job offers a career move and getting the entire hiring manager team and his/her boss involved. This post provides some lessons. 

7) How do you make sure a candidate doesn’t drop out before they join? 

You need to test all offers before formalizing them using a series of pre-close and trial closing techniques. Part of this is having the candidate rank all of their competing opportunities on a 1-10 scale. If yours doesn’t rank at the top of the list have the person re-rank the opportunities on what the person gets on the start date, what the person will be doing during the first year and what the person could become if successful. If you’re still not at the top of the list, don’t make an offer until you read this. The idea is to make sure the candidate is totally committed to your job before closing the deal and make sure it’s less about the money and more about the career opportunity.

8) What tools do you use for sourcing? 

I only reveal this at our secret workshop for advanced recruiters.  

We can’t thank Lou enough for answering the remainder of our audience’s questions. Itching to hear him take on the first set of obstacles? Don’t forget to listen to the full webinar recording.