|
Quality of Hire
|
|
Written by Lou Adler
|
|
Tuesday, 09 February 2010 04:00 |
|
Let me start off this article by saying that I’ve been working with top candidates, top hiring managers, and top recruiters for the past 30 years. As a result of this we’ve developed training tools based on how top candidates make job change decisions, how top managers who can attract and recruit the best talent make their decisions, and how top recruiters out-produce their average peers by factors of 100-200% or more. Many of these ideas, tools, and techniques are described in my book, Hire With Your Head (Third Edition, John Wiley & Sons, Inc. 2007).
|
|
|
Quality of Hire
|
|
Written by Lou Adler
|
|
Tuesday, 26 January 2010 04:00 |
|
Over the past year, I’ve been making the case that the best people – the top-third of your future workforce – won’t look for jobs, nor decide which one to take, based on the primary sourcing processes you now use. Making matters worse, traditional behavioral and competency interviewing are not designed to differentiate between the best and least best of your fully-qualified candidates, even if you can find them. To address these issues, fundamental changes are required to improve the overall talent level of your company as the economy improves.
|
|
Quality of Hire
|
|
Written by Lou Adler
|
|
Friday, 22 January 2010 04:00 |
|
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 matters.
|
|
|
|
|
|
