Professional Documents
Culture Documents
Materials
f o r t h e u n a b r i d g e d au d i o b o o k
Note on the Supplementary Materials
This document is the Supplementary Material that includes
all of the charts & forms that appeared in the original printed
edition of The Essential Guide for Hiring & Getting Hired. The
Supplementary Material also contains all footnotes, links, and
the full Appendix that was originally printed in addition to a
glossary of acronyms used in the text.
Table of Contents
Glossary of Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Performance-based Hiring and Legal Compliance Overview 34
The Performance-based Interview 37
Quality of Hire Talent Scorecard 39
Candidate Persona 40
Candidate Decision Matrix 41
Links & Footnotes
Introduction
1 Joint Adler Group, Inc. and LinkedIn study
http://talent.linkedin.com/blog/index.php/2011/12/passive-candidates-accelerate/
2 NY Times: Googles Quest to Build a Better Boss
http://www.nytimes.com/2011/03/13/business/13hire.html
Chapter 1
3 Video: Staffing Spiral of Doom Catch-22
http://www.youtube.com/watch?v=G0FpjxRg4cM
Chapter 4
4 Wikipedia: Maslows Hierarchy of Needs
http://en.wikipedia.org/wiki/Maslows_hierarchy_of_needs
Chapter 6
5 Sample Ad: Oscar Winning Controller or Director of Accounting
http://louadlergroup.com/links/job-description-li-ad-sample/
6 Article: Why You Must Eliminate Job Descriptions
http://louadlergroup.com/why-you-must-eliminate-job-descriptions/
Chapter 7
7 Recruiter Boot Camp training course
http://louadlergroup.com/training/recruiter-boot-camp-online/
8 LinkedIn Recruiter
http://business.linkedin.com/talent-solutions/products.html#recruiter
Chapter 8
9 CareerBuilders supply/demand talent portal
http://careerbuildercommunications.com/supplyportal/
10 LinkedIn talent pool analysis
http://talent.linkedin.com/blog/index.php/2012/10/talent-pools/
11 Article: Bridging the Gap - Passive Candidate Recruiting
http://louadlergroup.com/
bridging-the-gap-passive-candidate-recruiting-part-3-1/
12 Boolean Search and Google
https://support.google.com/websearch/answer/136861
13 Historically Black Colleges and Universities -
http://hbcuconnect.com/colleges/
4
14 National Society of Black Engineers -
http://www.nsbe.org
15 National Society of Hispanic MBAs -
http://www.nshmba.org/
16 eGrabber
http://www.egrabber.com/louadler/ldg/
17 Workshops for Talent Leaders and Hiring Professionals
http://louadlergroup.com/training/
18 Visual Resumes
http://www.businessinsider.com/7-cool-resumes-we-found-on-pinterest-2012-2
Chapter 10
19 Article: Use Solution Selling to Ace the Interview
http://www.linkedin.com/today/post/article/20121020150801-15454-use-solution-selling-to-ace-
the-interview
20 Oddball Interview Questions
http://www.glassdoor.com/blog/top-25-oddball-interview-questions/
Chapter 11
21 Video: Staffing Spiral of Doom Catch-22
http://www.youtube.com/watch?v=G0FpjxRg4cM
22 Gallups Q12 study
http://home.ncifcrf.gov/SAICFTraining/2011_Gallup_Questions.pdf
23 NY Times: Googles Quest to Build a Better Boss
http://www.nytimes.com/2011/03/13/business/13hire.html
Appendix
24 Appendix Resources Request Form
http://louadlergroup.com/articles/essential-guide-hiring-getting-hired/
5
Glossary of Acronyms
SAFW Say A Few Words: make an opening Statement, Amplify it, add a Few examples,
then Wrap it up.
SMARTe Specific, Measurable, Action-oriented, include the Result, the Time frame,
and an overriding statement about the environment
6
Figures and Charts
7
Figure 1
8
Figure 2
You Need to Pull Some Strings to Ensure the Right Decision is Made
9
Figure 3
Dont Ignore Fit with the Job, the Manager and Culture to Assess Motivation
10
Figure 4
11
Figure 5
12
Figure 6
13
Figure 7
14
Figure 8
15
Figure 9
Assign Each Interviewer 2-3 of the Factors in the Hiring Formula to Own
16
Figure 10
17
Figure 11
18
Figure 12
19
Figure 13
20
Figure 14
Use Advertising to Attract the Best, Not Weed Out the Weak
Emphasize Year One and Beyond, Minimize the Skills and Must Haves
23
Figure 17
Networking Starts by Finding People Who Are Connected to Your Ideal Candidate
24
Figure 18
25
Figure 19
Use metrics to ensure your talent acquisition programs are in full alignment
26
Figure 20
27
Figure 21
28
Figure 22
Recruiting Needs to Take Companywide Responsibility for Driving Quality of Hire Improvement
29
Figure 23
30
Figure 24
31
Figure 25
If you need to see more than four candidates for any job, stop seeing more candidates.
32
Appendix
1) General Validation of Performance-based Hiring by David Goldstein, Shareholder, Littler Men-
delson. Email info@louadlergroup.com to review the complete white paper.
2) The Two-Question Performance-based Interview
3) Quality of Hire Talent Scorecard
4) Ideal Candidate Persona and Profile
5) Candidate Decision-making and Job Comparison Matrix
All of the forms in this book are copyrighted and the reader is provided a limited use license
only. Under this license you are allowed to use the materials for your personal use only. You are specifi-
cally not permitted to train others using these forms or to send the forms for others to use these forms.
You may share completed forms or discuss the contents of the form with others for evaluation purpos-
es. Under no circumstances are you permitted to reproduce or transfer this material without the prior
written permission of The Adler Group, Inc., other than as specified above. Group and company licens-
es are available. Send inquiries to info@louadlergroup.com.
33
PERFORMANCE-BASED HIRING AND LEGAL
COMPLIANCE OVERVIEW
DAVID J. GOLDSTEIN*
Businesses hire people because there is a job to be done. The goal is to find the right people, bring them
on board, and get them to work. When the wrong person is hired, the work doesnt get done. Worse
yet, the productivity of others may be disrupted. And in the worst case a bad hire can lead to litigation.
Employment related litigation is extremely costly and legal fees represent just the tip of the iceberg. Liti-
gation distracts managers, impacts employee morale, and often breeds additional litigation.
For these and other reasons, successful companies need to adopt an effective approach to recruiting and
hiring. Performance-based Hiring provides such an approach.
By creating compelling job descriptions that are focused on key performance objectives, using advanced
marketing and networking concepts to find top people, by adopting evidence-based interviewing tech-
niques, and by integrating recruiting into the interviewing process, companies can attract better candi-
dates and make better hiring decisions.
Because the Performance-based Hiring system does differ from traditional recruiting and hiring pro-
cesses, questions arise as to whether employers can adopt Performance-based Hiring and still comply
with the complex array of statutes, regulations, and common law principals that regulate the workplace.
The answer is yes.
In particular:
A properly prepared performance profile can identify and document the essential functions
of a job better than traditional position descriptions, facilitating the reasonable accommoda-
tion of disabilities and making it easier to comply with the Americans with Disabilities Act
and similar laws.
Even employers that maintain more traditional job descriptions may still use performance
profiles or summaries of performance profiles to advertise job openings. Employers are not
legally required to post their internal job descriptions when advertising an open position.
Nor is there any legal obligation to (or advantage in) posting boring ads.
Under some circumstances, federal government contractors will want to include in their
job postings, objective, non-comparative qualifications for the position to be filled. Using
SMARTe, employers can create performance-based job descriptions that include such ob-
34
jective, non-comparative elements. Requiring applicants to have previously accomplished
specific tasks represents a selection criterion that is no less objective than requiring years of
experience in some general area.
Focusing on Year 1 and Beyond criteria may open the door to more minority, military,
and disabled candidates who have a less traditional mix of experiences, thereby supporting
affirmative action or diversity efforts.
The law permits employers to define who will be an applicant by limiting consideration to
individuals who fulfill certain procedural requirements such as fully completing an appli-
cation form. Requiring interested individuals to complete a short write-up of some accom-
plishment related to the job to be filled (the two-step) can serve as such a requirement.
Individuals who do not submit the required write-up need not be considered as applicants
for record-keeping purposes. Of course, while individuals can be rejected based on the quali-
ty of their submission, those individuals who do submit the write-up will need to be counted
as applicants.
Conducting performance-based interviews ensures that the interviews will be structured and
properly focused, and minimizes the risk of an interviewer inquiring into protected char-
acteristics. Moreover, since the performance-based interviews are conducted pursuant to a
common methodology, one is assured that the candidates are being fairly compared.
Performance-based interviewing promotes fair consideration of the different skills and expe-
riences that each candidate has to offer which is essential to promoting diversity.
One obstacle to diversity in hiring is the greater effort required for an interviewer to con-
nect with a person who is different. The Essential Guide for Hiring & Getting Hired offers
techniques for controlling this type of bias. Waiting 30 minutes and using the Plus or Minus
Reversal Technique will reduce the impact of such biases and promote greater diversity in
hiring.
Although some employers may be required to maintain records of the actual applicant pools
considered for each hire, a single posting may still be used to cover multiple openings by
narrowing the pool through the two-step process and maintaining appropriate applicant
tracking systems.
Performance-based Hiring is a business process for hiring top talent. While the process will
be useful for filling many different types of jobs, there may be some jobs (for example, lower
35
level, lower skilled, high turnover positions) for which it doesnt make sense to use Perfor-
mance-based Hiring. That is not a problem. Employers need to be consistent in their hiring
processes for similar positions, but remain free to adopt different processes for different
positions.
*
David J. Goldstein, a shareholder in Littler Mendelsons Minneapolis office, has over 25 years of expe-
rience working with in-house counsel, business leadership, and HR professionals to proactively identify
and implement creative solutions for complying with legal and regulatory requirements, avoiding liabil-
ity, and resolving internal and external disputes.
An experienced trial lawyer, Davids clients include health care providers, construction companies, fi-
nancial institutions, colleges and universities, and professional sports teams. David devotes a significant
portion of his practice to assisting employers with the implementation and maintenance of effective
affirmative action programs and representing contractors before the OFCCP.
David has a J.D. from Harvard Law School and a B.A. from Haverford College. While in law school he
also taught freshman economics at Harvard College. Additional information on David is available at
http://www.linkedin.com/in/davidjgoldstein and http://www.littler.com/people/david-j-goldstein
36
The Performance-based Interview
Lou Adlers Performance-based Interview
October 2012
Note: This interview is based on Lou Adlers two books, Hire With Your Head and The Essential Guide for Hiring & Getting Hired,
and should be used in conjunction with the Quality of Hire Talent Scorecard. Obtain examples for each performance objec-
tive in the performance profile before making a final decision. Wait at least 30 minutes before making any yes/no decision.
Measure first impression AFTER YOU DETERMINE COMPETENCY to increase assessment accuracy dramatically.
Step 2 Bring Impact of First Impressions to Conscious Level Information & Hot Tips
Write down your immediate emotional reaction to the candidate relaxed, o Wait 30 minutes
Action: be uptight, or neutral. Write down the cause. At the end of the interview youll o Do opposite of normal reaction
aware of measure your first impression of the candidate again, when youre less affect- o Like: prove incompetency, be tough
your biases ed by it. Determine objectively how your first impression would help or hin- o Dislike: prove competency, be easy
o Ask same questions to all
der on-the-job performance. o Be cynical, get proof, examples, facts
Step 3 Review Work History and Achiever Pattern Fact-finding & Hot Tips
Please tell me about your most recent job. What was your position, the com- Look for basic fit and Achiever Pattern.
Achiever Pattern:
Use this to
pany, your duties, and any recognition you received? (Do this for the past o Faster growth, more promotions
develop few jobs.) o Special awards, bonuses, raises
structure o Assigned to bigger projects
behind For students or younger candidates: Tell me about your schooling and ad- o Offered special education
experience vanced training. (Look for special studies, awards, going the extra mile, self- o Hired or pushed by mentor
and accom- development.) Look for career opportunity gaps
plishments o Differences in scope and span
o More important projects
Look for
Spend 15-20 minutes on this. For each position obtain: title, promotions, o Broader influence and exposure
Achiever basic duties, 360 team chart, impact made, challenges faced, any recognition o Faster growth
Pattern received. Go back 5-10 years looking for upward trend of growth. Ask why
the person changed jobs, looking for a career growth decision pattern. If the
person is an achiever, but growth has stalled, or the current job is not highly
satisfying, your job might be a good move.
Step 4 Most Significant Accomplishment Question (MSA) Fact-finding & Hot Tips
Can you please tell me about a major one-time project or accomplishment? o Overview of job, company
o Team and org structure
Or, consider a project or event that youre quite proud of. o Environment pace, resources
o When? How long? Results?
One major project were now working on is (describe). Please tell me about o What results were expected?
Ask the something comparable youve worked on. o Walk through plan and results
o What would you do differently?
MSA ques-
o Describe tech skills and how applied
tion for all Spend 10-12 minutes on 2-3 major accomplishments in order to develop a
o Learn what tech skills and how used
performance trend line of accomplishments over time. Make note of the accomplishments o Obtain 2-3 examples of initiative
objectives in and type of work where the person excelled and/or was highly motivated to o What did you change/improve?
the perfor- exceed expectations. o Describe biggest problem solved
mance pro-
o Walk through biggest decision made
file
o Describe likes, dislikes
o Where did you exceed expectations?
o How did you improve yourself?
o What would you do differently?
o What recognition did you receive?
37
Lou Adlers Performance-based Interview
October 2012
Step 4a Team Version of MSA Question Fact-finding & Hot Tips
Can you please tell me about a major team accomplishment? Consider one o Prepare 360 work chart with titles
o What was your role, why you?
where you led the team, and one where you were a key member of the team. o What was plan & were results met?
Question
o What were biggest team problems?
for few
o How did you influence results?
teams & Spend 10-12 minutes on 1-2 team accomplishments. Observe trend line and o 3 examples of initiative helping others
observe
changes in scope of team. Make note of the types of people on the team, o Examples of being influenced
impact and
trend line variety of functions worked with, and how influential the person was in
o How could you have been better?
changing the direction of the team. o Describe biggest conflict & resolution
o Examples coaching others
o Examples of being coached
o Did you receive any team recognition?
Step 6 Let the Candidate Ask Questions Fact-finding & Hot Tips
Tell candi- Based on what weve discussed so far, do you have any questions?
o Evaluate if the questions were mean-
ingful, appropriate, and relevant
dates they
o Determine if the candidate is focusing
can ask Its important to delay candidate questions until the end. Meaningful ques-
on the long-term career opportunity
questions at tions at the end of the interview are insightful, since they demonstrate that
or just short-term issues
the end the candidate has processed all she/he has heard so far.
2012. All Rights Reserved by The Adler Group, Inc. 888-878-1388
38
Quality of Hire Talent Scorecard
Quality
of
Hire
Talent
Scorecard
Based
on
Lou
Adlers
The
Essential
Guide
for
Hiring
&
Getting
Hired
Talent
Meets
bare
mini- Can
do
the
work,
Technically
tops.
Top-notch.
Trains
Brilliant.
Sets
mum
standards.
but
needs
added
An
asset.
Can
others.
Constantly
standards.
Leader
Needs
too
much
training,
support.
learn
quickly.
improving.
Brings
in
field.
Sought
support.
Covers
it
all.
more
to
the
table.
out.
Recognized.
Management
Unorganized.
Very
Needs
direction,
Solid
planner,
or- Excellent.
Plans,
Handles
complex
reactive.
Misses
monitoring.
More
ganizer.
Executes
anticipates,
com- projects.
Makes
it
most
deadlines.
reactive
than
well.
Anticipates
municates,
and
happen.
Antici-
plan.
issues.
succeeds.
pates
everything.
Team
Little
team
Some
team
Good
team
Clear
team
track.
Impressive
team
growth.
Limited
growth,
but
needs
growth.
Has
taken
Takes
initiative
to
growth.
Per-
examples
of
lead- urging.
Okay
ex- on
bigger
team
help
others.
Takes
suades,
moti-
ing
or
influencing
amples
of
influ- roles.
lead.
vates,
coaches.
others.
encing
others.
Asked
to
lead.
Thinking
Didnt
understand
Understood
most
Clearly
under- Understood
all
Seeks
best
solu-
any
key
issues
or
issues,
developed
stood
all
key
is- key
&
less
obvious
tions.
Understood
develop
any
solu- okay
solutions.
sues
and
devel- issues.
Works
w/
core
issues
&
pro-
tions.
oped
very
well.
others.
Developed
vides
new
in-
multiple
solutions.
sights.
SITUATIONAL
FIT
FACTORS
Job
Fit
Limited
compara- Some
comparable
Accomplishments
Achieved
better
Full
job
match
bility
with
accom- accomplishments,
clearly
compara- results
doing
simi- with
exceptional
plishments
and
but
limited
or
in- ble
with
con- lar
work
in
similar
results
scope,
job
needs.
consistent.
sistent
results.
environments.
pace,
resources.
Managerial
Fit
Mismatch
be- Limited,
but
has
Successfully
Person
easily
Super
fit.
Coaches
tween
candidates
worked
with
simi- worked
with
simi- adapts
to
a
variety
upward.
Both
are
&
managers
style.
lar
managers.
lar
managers.
of
manager
styles
flexible.
Culture
&
Complete
mis- Reasonable
match
Close
match
on
Excellent
match
Thrives
in
this
match
on
culture
on
culture
and
culture
and
envi- and
has
made
type
of
environ-
Environment
&
environment.
environment.
ronment.
similar
transfers.
ment,
culture.
Motivation2
Very
limited
evi- Will
do
the
core
Self-motivated
to
Takes
initiative
to
Totally
committed
dence
of
motiva- work,
but
needs
do
this
type
of
do
more,
faster,
&
to
do
whatever
it
tion
to
do
this
extra
pushing.
work
w/
normal
better.
Self
im- takes
to
get
it
type
of
work.
supervision.
proves
in
this
type
done.
Constant
of
work.
self-development.
OVERALL
FIT
Notes:
39
Top Performer Job-hunter Persona/Profile
Position: ________________________
The
following
table
allows
you
to
gain
some
important
insight
into
your
ideal
candidate.
Youll
use
this
information
to
prepare
recruitment
advertising
messages
(postings,
emails,
voice
mails)
and
for
developing
active
and
passive
candidate
sourcing
programs.
The
form
should
be
used
in
conjunction
with
Lou
Adlers
two
books,
Hire
With
Your
Head
and
The
Essential
Guide
for
Hiring
&
Getting
Hired.
40
specialist organizations.
Comparative titles Consider every type of title imaginable. Be
generic in your ads!
Candidate SEO terms What terms would a candidate use to Google
for the job?
Recognition and Achiever terms Consider awards & recognition likely for this
type of person.
Professional societies & groups What groups does the person join on
Candidate Persona
Personal advisory team Who will help person decide, and what info
do they need?
Primary selection criteria What factors will they use to compare
positions?
Primary underlying intrinsic motivator What is the primary factor driving person to
consider another opportunity?
2012.
All
Rights
Reserved.
The
Adler
Group,
Inc.
louadlergroup.com
info@louadlergroup.com
888.878.1388
The
Candidate
Offer
Comparison
and
Decision-Making
Process
How
to
use
this
form:
This
form
allows
a
candidate
to
objectively
compare
different
job
opportunities.
Its
based
on
Lou
Adlers
two
books,
Hire
With
Your
Head
and
The
Essential
Guide
for
Hiring
&
Getting
Hired.
The
key
point
is
to
examine
all
of
the
short-
and
long-term
factors
in
balance
rather
than
emphasizing
compensation
and
location.
Emphasizing
Year
One
and
Beyond
criteria
will
maximize
career
growth.
Dont
allow
desperation
or
convenience
to
dominate
the
decision-making.
41
Hiring
team
Company
culture
Learning
Job
stretch
Work/Life
balance
Comp/Benefits
Key
circumstances
Other
Beyond
Year
Growth
opportunity
One
Criteria
Hiring
manager
Mentors/Leaders
Candidate Decision Matrix
Company
issues
Career
Business
conditions
Growth
Key
circumstances
Maximization
Total
Rewards
Other
Lou Adler is the president of The Adler Group (louadlergroup.com), an international training and
consulting firm helping companies implement Performance-based Hiring. He is the Amazon bestsell-
ing author of Hire With Your Head (John Wiley & Sons, 3rd Edition, 2007), the Nightingale-Conant
audio program Talent Rules! Using Performance-based Hiring to Hire Top Talent (2007) and The
Essential Guide for Hiring & Getting Hired (Workbench 2013). Adler is a noted recruiting industry
expert, international speaker, and columnist for a number of major recruiting and HR organization
sites including SHRM, HRPA, SMA, ERE, LinkedIn, Kennedy Information and HR.com. He holds
an MBA from UCLA and a BS in Engineering from Clarkson University.
The Essential Guide for Hiring & Getting Hired
by Lou Adler
Amazon.com
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