Adler Group

Displaying 1-24 of 24 results

  • White Papers // Oct 2010

    Are Corporate Recruiters Capable Of Hiring Top Passive Candidates?

    Hiring more Achievers should be the primary goal of all recruiters. It starts by becoming a Corporate Headhunter. If you're a recruiting leader I'd suggest start hiring recruiters who can challenge hiring managers, who are willing to call people who aren't looking and engage with them in a career discussion,...

    Provided By Adler Group

  • White Papers // Oct 2010

    Identifying And Recruiting Achievers

    There are two core types of recruiters: those who fill positions with any available candidate, and those who source, recruit, and hire Achievers. The author defines achievers as those in the top-half of the top-half. These are people who raise a company's talent bar. Unfortunately, finding and hiring Achievers is...

    Provided By Adler Group

  • White Papers // Sep 2010

    How Should You Measure Quality Of Hire?

    Some of the author's reasons for measuring quality of hire revolve around the following: Determine how well your hiring process is working. If you're not hiring people in the top half, or the top half of the top half, you're not raising your talent. Measuring quality of hire by position...

    Provided By Adler Group

  • White Papers // Sep 2010

    Recruiting Passive Candidates With Multiple Offers

    For recruiters who don't remember what it's like, and for those recruiters who are too young to remember the golden olden days when top candidate supply was less than demand, a little history is in order. Whenever the economy is expanding more than a few percentage points, labor shortages in...

    Provided By Adler Group

  • White Papers // Sep 2010

    Recruiting Passive Candidates 101

    Use the One-Question Performance-based Interview to Recruit and Close. For the author, the primary purpose of the interview is to look for voids and gaps in the candidate's background. Using the one-question interview, the author compares the candidate's major accomplishments to what's described in the performance profile. The difference, if...

    Provided By Adler Group

  • White Papers // Aug 2010

    Recruiting Passive Candidates - Overcoming First Call Concerns

    The key to recruiting top candidates - especially those that are passive - is by maintaining "Applicant control." Strong candidates who have other opportunities are always in a more advantageous position than the company trying to hire them. Good recruiters can reverse this position by offering a better job among...

    Provided By Adler Group

  • White Papers // Aug 2010

    Prepping Candidates And Taming Hiring Managers

    Those on the interviewing team actually do a very good job as long as a performance profile has been developed, everyone on the hiring team agrees to it, and there is a formal debriefing to evaluate the candidate. The part that's a bit out of control is the candidate, and...

    Provided By Adler Group

  • White Papers // Aug 2010

    Recruiting Passive Candidates - How To Overcome Common Objections

    Recruiting passive candidates is never easy. In a strong economy you have to compete with multiple opportunities and counter-offers. In a slow economy candidates don't want to talk because of the fear of losing what they have. However, if you have a real career worth discussing, you need to persist,...

    Provided By Adler Group

  • White Papers // May 2010

    Implementing A Hiring Strategy To Maximize Financial ROI

    The root cause of the problem seems to be the lack of a CEO-driven talent strategy, combined with some CFO-like financial rigor. Most companies have talent-related mission statements, but these rarely convert to a strategy. If they did, cost per hire would be tossed out, replaced by some quality of...

    Provided By Adler Group

  • White Papers // May 2010

    Should The Recruiting Department Be Charged With Financial Malfeasance?

    Earlier this year the author presented a financial model that demonstrated that on average, hiring a C+ person instead of a B+ person costs a company somewhere between 50 and 100% of the person's annual compensation. This becomes a huge waste of resources if you do this more than once....

    Provided By Adler Group

  • White Papers // May 2010

    A Hiring Top Talent Checklist

    When the supply of top candidates falls short of demand, you'll need to rethink how you find, recruit, and hire top talent. The following checklist will help. Under conditions of talent scarcity, if you do the following steps as described, you will hire more top talent and close each search...

    Provided By Adler Group

  • White Papers // Apr 2010

    Who's To Blame For Hiring Mistakes?

    If you have low standards a hiring mistake is someone who gets terminated or quits during the first 3-6 months. If you have high standards it's someone who isn't an achiever. An achiever - typically a B+ or better person - is someone who delivers high-quality results on a consistent...

    Provided By Adler Group

  • White Papers // Apr 2010

    Using The Exploratory Interview & Video To Eliminate The Four Deadly Hiring Sins

    From the author's observations, hiring manager interviewing mistakes fall into these big buckets: Overvaluing first impressions and hiring those who are more talkers than performers, and not hiring top people who were temporarily nervous. Overvaluing gut feelings (a.k.a., intuition). This results in hiring people who are good at some things...

    Provided By Adler Group

  • White Papers // Feb 2010

    Does Increasing Interviewing Accuracy Improve Quality Of Hire?

    In a recent public report it compared the impact nine variables had on improving quality of hire and time to hire. Interestingly, at least according to their research, accurate interviewing and assessments had no impact on improving quality of hire. Regardless, it is a gate to pass to get into...

    Provided By Adler Group

  • White Papers // Feb 2010

    Does Behavioral Interviewing Help Or Hinder Quality Of Hire?

    Here are the author's quick answers regarding the impact Behavioral Event Interviewing (BEI) has on improving quality of hire: It helps if you narrowly define quality of hire as someone who possesses all of the skills and experience requirements listed on the job description. It doesn't help much if you...

    Provided By Adler Group

  • White Papers // Feb 2010

    Using The One-Question Interview To Measure Motivation

    Since self-motivation or personal drive is the core predictor of on-the-job performance, one might want to try out the one-question interview technique described in the paper to see how it works. Start by asking your hiring managers what the new employee would need to accomplish in order to be considered...

    Provided By Adler Group

  • White Papers // Jan 2010

    A 10-Part Rx For Hiring Better People In 2010

    Here is a collection of prescriptive ideas you should consider if you want to raise your company's talent level: Start measuring how long candidates have been looking. While there are some good active candidates, if you don't get them first you'll be hiring the leftovers. These are always in the...

    Provided By Adler Group

  • White Papers // Jan 2010

    The Financial Impact Of Not Hiring The Least-Best

    The financial gain of hiring A-level talent is probably 10-100 times the person's compensation. The financial cost of hiring a walking lawsuit is probably 10-100 times their compensation. Assuming the duds and the stars represent 10% of your total hires, it's what you do with the other 90% that really...

    Provided By Adler Group

  • White Papers // Jan 2010

    Calculating The Financial Impact Of Not Hiring The Top-Third

    As you know the best people typically don't look for new opportunities the same way as everyone else does. For one thing they're looking for careers, not lateral transfers, and they find them largely through some type of networking effort. This suggests a massive shift away from generic job boards...

    Provided By Adler Group

  • White Papers // Dec 2009

    The Financial Impact Of Eliminating Your Mashup Hiring Strategy

    The author states that most companies don't have a formal hiring strategy in place that drives planning and decision-making. As a result, some default strategy predominates how hiring is done; generally, some mashup of competing ideas. Typically this is hiring manager-driven with individual managers determining who gets hired. Few managers...

    Provided By Adler Group

  • White Papers // Nov 2009

    What Is Your Hiring Strategy, And Is It The Right One?

    Some business concepts worth considering when developing a hiring strategy: When business conditions change, your strategy has to change along with it. Tactics don't drive strategy; strategy drives tactics. Strategy drives the planning process. The plan drives the tactics. Plan. Don't react. If you have the time, worry about the...

    Provided By Adler Group

  • White Papers // Nov 2009

    The Enormous Financial Impact Of Improving Quality Of Hire

    Using the 10-factor scorecard, it's possible to assess a group of people pre-and/or post-hire and give them actual grades or scores equivalent to A to F. Here's a quick summary of these rankings and my definition of these grades. In addition, a financial impact multiplier is noted. In a moment...

    Provided By Adler Group

  • White Papers // Sep 2009

    Using Changes In Talent Mix To Calculate Hiring ROI

    To see the importance of calculating hiring ROI, just multiply the number of people you're forecasting to hire in the next 12 months by their average compensation. This is probably a big number. For example, if you're planning on hiring a group consisting of college grads, experienced techies, and a...

    Provided By Adler Group

  • White Papers // Feb 2009

    Benchmark Your Recruiting Skills Using The New 10-Factor Recruiter Scorecard

    If you want to attract and represent top performers for professional or managerial positions, recruiters need to personally know their hiring managers, understand their leadership style, know how they make hiring decisions, and advise them on the selection decision. This is level 3 performance. If you're a level 5 here,...

    Provided By Adler Group

  • White Papers // Feb 2009

    Benchmark Your Recruiting Skills Using The New 10-Factor Recruiter Scorecard

    If you want to attract and represent top performers for professional or managerial positions, recruiters need to personally know their hiring managers, understand their leadership style, know how they make hiring decisions, and advise them on the selection decision. This is level 3 performance. If you're a level 5 here,...

    Provided By Adler Group

  • White Papers // Apr 2010

    Using The Exploratory Interview & Video To Eliminate The Four Deadly Hiring Sins

    From the author's observations, hiring manager interviewing mistakes fall into these big buckets: Overvaluing first impressions and hiring those who are more talkers than performers, and not hiring top people who were temporarily nervous. Overvaluing gut feelings (a.k.a., intuition). This results in hiring people who are good at some things...

    Provided By Adler Group

  • White Papers // Sep 2010

    Recruiting Passive Candidates With Multiple Offers

    For recruiters who don't remember what it's like, and for those recruiters who are too young to remember the golden olden days when top candidate supply was less than demand, a little history is in order. Whenever the economy is expanding more than a few percentage points, labor shortages in...

    Provided By Adler Group

  • White Papers // Aug 2010

    Recruiting Passive Candidates - Overcoming First Call Concerns

    The key to recruiting top candidates - especially those that are passive - is by maintaining "Applicant control." Strong candidates who have other opportunities are always in a more advantageous position than the company trying to hire them. Good recruiters can reverse this position by offering a better job among...

    Provided By Adler Group

  • White Papers // Aug 2010

    Prepping Candidates And Taming Hiring Managers

    Those on the interviewing team actually do a very good job as long as a performance profile has been developed, everyone on the hiring team agrees to it, and there is a formal debriefing to evaluate the candidate. The part that's a bit out of control is the candidate, and...

    Provided By Adler Group

  • White Papers // Aug 2010

    Recruiting Passive Candidates - How To Overcome Common Objections

    Recruiting passive candidates is never easy. In a strong economy you have to compete with multiple opportunities and counter-offers. In a slow economy candidates don't want to talk because of the fear of losing what they have. However, if you have a real career worth discussing, you need to persist,...

    Provided By Adler Group

  • White Papers // Oct 2010

    Identifying And Recruiting Achievers

    There are two core types of recruiters: those who fill positions with any available candidate, and those who source, recruit, and hire Achievers. The author defines achievers as those in the top-half of the top-half. These are people who raise a company's talent bar. Unfortunately, finding and hiring Achievers is...

    Provided By Adler Group

  • White Papers // Sep 2009

    Using Changes In Talent Mix To Calculate Hiring ROI

    To see the importance of calculating hiring ROI, just multiply the number of people you're forecasting to hire in the next 12 months by their average compensation. This is probably a big number. For example, if you're planning on hiring a group consisting of college grads, experienced techies, and a...

    Provided By Adler Group

  • White Papers // Feb 2010

    Does Behavioral Interviewing Help Or Hinder Quality Of Hire?

    Here are the author's quick answers regarding the impact Behavioral Event Interviewing (BEI) has on improving quality of hire: It helps if you narrowly define quality of hire as someone who possesses all of the skills and experience requirements listed on the job description. It doesn't help much if you...

    Provided By Adler Group

  • White Papers // Feb 2010

    Does Increasing Interviewing Accuracy Improve Quality Of Hire?

    In a recent public report it compared the impact nine variables had on improving quality of hire and time to hire. Interestingly, at least according to their research, accurate interviewing and assessments had no impact on improving quality of hire. Regardless, it is a gate to pass to get into...

    Provided By Adler Group

  • White Papers // Sep 2010

    How Should You Measure Quality Of Hire?

    Some of the author's reasons for measuring quality of hire revolve around the following: Determine how well your hiring process is working. If you're not hiring people in the top half, or the top half of the top half, you're not raising your talent. Measuring quality of hire by position...

    Provided By Adler Group

  • White Papers // Jan 2010

    A 10-Part Rx For Hiring Better People In 2010

    Here is a collection of prescriptive ideas you should consider if you want to raise your company's talent level: Start measuring how long candidates have been looking. While there are some good active candidates, if you don't get them first you'll be hiring the leftovers. These are always in the...

    Provided By Adler Group

  • White Papers // Jan 2010

    Calculating The Financial Impact Of Not Hiring The Top-Third

    As you know the best people typically don't look for new opportunities the same way as everyone else does. For one thing they're looking for careers, not lateral transfers, and they find them largely through some type of networking effort. This suggests a massive shift away from generic job boards...

    Provided By Adler Group

  • White Papers // Nov 2009

    What Is Your Hiring Strategy, And Is It The Right One?

    Some business concepts worth considering when developing a hiring strategy: When business conditions change, your strategy has to change along with it. Tactics don't drive strategy; strategy drives tactics. Strategy drives the planning process. The plan drives the tactics. Plan. Don't react. If you have the time, worry about the...

    Provided By Adler Group

  • White Papers // Nov 2009

    The Enormous Financial Impact Of Improving Quality Of Hire

    Using the 10-factor scorecard, it's possible to assess a group of people pre-and/or post-hire and give them actual grades or scores equivalent to A to F. Here's a quick summary of these rankings and my definition of these grades. In addition, a financial impact multiplier is noted. In a moment...

    Provided By Adler Group

  • White Papers // May 2010

    A Hiring Top Talent Checklist

    When the supply of top candidates falls short of demand, you'll need to rethink how you find, recruit, and hire top talent. The following checklist will help. Under conditions of talent scarcity, if you do the following steps as described, you will hire more top talent and close each search...

    Provided By Adler Group

  • White Papers // Apr 2010

    Who's To Blame For Hiring Mistakes?

    If you have low standards a hiring mistake is someone who gets terminated or quits during the first 3-6 months. If you have high standards it's someone who isn't an achiever. An achiever - typically a B+ or better person - is someone who delivers high-quality results on a consistent...

    Provided By Adler Group

  • White Papers // Sep 2010

    Recruiting Passive Candidates 101

    Use the One-Question Performance-based Interview to Recruit and Close. For the author, the primary purpose of the interview is to look for voids and gaps in the candidate's background. Using the one-question interview, the author compares the candidate's major accomplishments to what's described in the performance profile. The difference, if...

    Provided By Adler Group

  • White Papers // Oct 2010

    Are Corporate Recruiters Capable Of Hiring Top Passive Candidates?

    Hiring more Achievers should be the primary goal of all recruiters. It starts by becoming a Corporate Headhunter. If you're a recruiting leader I'd suggest start hiring recruiters who can challenge hiring managers, who are willing to call people who aren't looking and engage with them in a career discussion,...

    Provided By Adler Group

  • White Papers // Jan 2010

    The Financial Impact Of Not Hiring The Least-Best

    The financial gain of hiring A-level talent is probably 10-100 times the person's compensation. The financial cost of hiring a walking lawsuit is probably 10-100 times their compensation. Assuming the duds and the stars represent 10% of your total hires, it's what you do with the other 90% that really...

    Provided By Adler Group

  • White Papers // May 2010

    Should The Recruiting Department Be Charged With Financial Malfeasance?

    Earlier this year the author presented a financial model that demonstrated that on average, hiring a C+ person instead of a B+ person costs a company somewhere between 50 and 100% of the person's annual compensation. This becomes a huge waste of resources if you do this more than once....

    Provided By Adler Group

  • White Papers // May 2010

    Implementing A Hiring Strategy To Maximize Financial ROI

    The root cause of the problem seems to be the lack of a CEO-driven talent strategy, combined with some CFO-like financial rigor. Most companies have talent-related mission statements, but these rarely convert to a strategy. If they did, cost per hire would be tossed out, replaced by some quality of...

    Provided By Adler Group

  • White Papers // Dec 2009

    The Financial Impact Of Eliminating Your Mashup Hiring Strategy

    The author states that most companies don't have a formal hiring strategy in place that drives planning and decision-making. As a result, some default strategy predominates how hiring is done; generally, some mashup of competing ideas. Typically this is hiring manager-driven with individual managers determining who gets hired. Few managers...

    Provided By Adler Group

  • White Papers // Feb 2010

    Using The One-Question Interview To Measure Motivation

    Since self-motivation or personal drive is the core predictor of on-the-job performance, one might want to try out the one-question interview technique described in the paper to see how it works. Start by asking your hiring managers what the new employee would need to accomplish in order to be considered...

    Provided By Adler Group