Hire With Your Head

Hire With Your Head Plot Summary

Introduction

Finding and hiring exceptional talent is perhaps the most critical challenge facing organizations today. When you get hiring right, everything else becomes easier - innovation accelerates, productivity soars, and workplace culture thrives. Yet most companies continue to use outdated approaches that focus on credentials rather than capabilities, leading to mediocre hires and missed opportunities. The difference between average and exceptional performers isn't just incremental - top talent can deliver results that are three to ten times greater than average employees. By shifting focus from what candidates have done to what they can do, from skills to performance, and from experience to achievements, you can transform your hiring process. This performance-based approach not only helps you identify truly exceptional candidates but also creates a foundation for their success once they join your team.

Chapter 1: Define Success Through Performance Objectives

Traditional hiring methods focus on skills, experience, and qualifications - what candidates have rather than what they can accomplish. This fundamental misalignment is why so many organizations struggle to find and retain exceptional talent. Performance-based hiring flips this approach by defining success first, then finding people who can deliver it. A manufacturing company was struggling with their quality control department despite hiring people with impressive credentials. They had gone through three quality managers in two years, all with the "right" qualifications - engineering degrees, certifications, and years of experience. When they shifted to a performance-based approach, they defined success differently: "Reduce defect rates by 15% within six months" and "Implement a training program that certifies 90% of line workers in quality standards." This clarity transformed their hiring process. With these performance objectives as their guide, they interviewed candidates differently, asking for specific examples of comparable achievements rather than reviewing credentials. They discovered that some highly experienced candidates had merely maintained existing systems, while others with less experience had driven significant improvements. They ultimately hired someone with only three years of experience but a proven track record of similar accomplishments who exceeded all performance expectations within months. To create effective performance profiles, start by identifying the 5-7 most important objectives the person must accomplish in the first year. Make these objectives specific, measurable, and time-bound. For example, instead of "improve customer service," write "reduce customer complaint resolution time from 48 hours to 24 hours within three months." Then prioritize these objectives based on their impact on the organization. When Trudy Knoepke-Campbell implemented performance profiles (which she called "Success Profiles") for nursing positions at HealthEast Care System, the results were remarkable. Line managers reported better candidates, fewer hiring mistakes, improved on-the-job performance, and significant reductions in turnover. The organization calculated cost savings due to improvements in turnover at over $2 million per year. By defining success rather than skills, you'll not only find better candidates but also set them up for success once hired. Clear expectations from day one lead to better alignment, faster onboarding, and higher performance - transforming your entire talent management process.

Chapter 2: Attract Top Talent with Compelling Opportunities

Finding exceptional candidates requires understanding a fundamental truth: top performers approach job searches differently than average candidates. While average candidates actively hunt for any available position, top performers selectively explore opportunities that advance their careers. Your sourcing strategy must address this critical difference. A software company in Seattle was struggling to fill senior developer positions despite offering competitive salaries. Their breakthrough came when they stopped writing traditional job descriptions focused on requirements and started creating compelling narratives about the problems candidates would solve. One ad began: "You'll architect the payment system handling $2 billion in annual transactions for 15 million users across 30 countries." Applications from qualified candidates increased by 35% within weeks. The company also recognized that many top performers weren't actively job hunting. They implemented a multi-channel sourcing strategy that included employee referrals, direct outreach to passive candidates, and participation in developer communities. Their recruiters stopped asking "Do you know anyone looking for a job?" and started asking "Who's the best developer you've ever worked with?" This simple shift transformed their talent pipeline. To implement strategic sourcing in your organization, start by creating an employee value proposition that answers the question: "Why would a top performer want this job?" Focus on the challenges they'll tackle, the impact they'll make, and the growth opportunities they'll experience. Use this proposition to craft compelling job descriptions that emphasize outcomes rather than requirements. Next, diversify your sourcing channels. Don't rely solely on job boards that primarily attract active candidates. Implement a proactive employee referral program that specifically targets top performers. Companies like Microsoft, AIG Insurance, Wells Fargo, and Deloitte all report that their internal referral programs produce more exceptional candidates than all other methods combined. Remember that timing is crucial in attracting top talent. The best candidates often have multiple options and make decisions quickly. Create a responsive hiring process that respects candidates' time and demonstrates your organization's efficiency and professionalism.

Chapter 3: Master the Two-Question Performance Interview

Traditional interviews often fail to reveal a candidate's true capabilities. Hypothetical questions, personality assessments, and discussions about past responsibilities rarely predict future performance. The performance-based interview revolutionizes this approach by focusing on just two powerful questions that uncover what truly matters. A financial services firm was consistently hiring people who interviewed well but underperformed on the job. Their breakthrough came when they adopted the two-question performance interview. The first question asked candidates to describe their most significant accomplishments relevant to the position's key requirements. For a risk analyst role, they asked: "Can you describe a situation where you identified a potential risk that others missed and what actions you took?" This revealed not just what candidates had done but how they approached complex problems. The second question involved a visualization exercise where candidates explained how they would handle a realistic challenge from the job. Rather than asking hypothetical questions, they presented actual scenarios: "We're considering expanding into the Asian market. How would you assess the regulatory risks and develop a compliance framework?" This revealed candidates' problem-solving approaches and their ability to visualize success in the specific role. The power of this approach lies in the follow-up questions. When Lou Adler interviewed a candidate for a director-level position, he asked: "Of all the things you've accomplished in your career, what stands out as most significant?" The candidate described implementing a new quality management system that saved her previous company millions in reduced waste. Through fact-finding questions about challenges overcome, actual results, and her specific role, Adler discovered she had personally convinced resistant department heads to adopt the system by showing them customized benefits for each area. To implement this approach, begin by identifying the 5-7 most important performance objectives from your performance profile. For each objective, develop a "most significant accomplishment" question that asks candidates to describe comparable past achievements. Then create visualization questions that ask candidates how they would approach similar challenges in your organization. During the interview, use fact-finding follow-up questions to dig deeper into each accomplishment. Ask about specific metrics, challenges overcome, resources used, and lessons learned. Listen for evidence of the candidate's motivation, problem-solving abilities, and team leadership skills. By asking these questions multiple times about different accomplishments, you can observe trends of performance over the past 5-10 years.

Chapter 4: Implement Evidence-Based Assessment

Making hiring decisions based on gut feelings or first impressions leads to costly mistakes. Research shows that most hiring managers decide whether to hire someone within the first few minutes of an interview, then spend the rest of the time looking for evidence to support their initial reaction. Evidence-based assessment replaces this flawed approach with a structured methodology that dramatically improves hiring accuracy. A healthcare organization was experiencing high turnover in their nursing management positions. Analysis revealed that hiring decisions were often based on which candidate made the best impression during interviews rather than who could actually perform the job. They implemented an evidence-based assessment process that required interviewers to evaluate candidates on ten specific factors directly tied to job performance. Each interviewer was assigned specific factors to assess during their portion of the interview. One focused on technical competency and problem-solving, another on team leadership and organizational skills. After interviews, the team conducted a formal debriefing session where they shared specific evidence for each factor rather than general impressions. This systematic approach revealed that some candidates who made great first impressions lacked critical capabilities, while others who seemed less polished initially had exceptional track records of relevant accomplishments. The 10-Factor Candidate Assessment template evaluates candidates on a 1-5 scale across ten dimensions: talent to do the work, motivation, team leadership, problem-solving, comparable past performance, planning and organization, environmental fit, trend of growth, character and values, and potential. A Level 3 is a fully qualified candidate who will meet performance objectives quickly. A Level 4 does more, does it better, or does it faster. A Level 5 is a superstar who sets standards and is promotable at least two levels. To implement evidence-based assessment in your organization, start by creating a structured evaluation form based on the key performance factors for the position. Include clear definitions of what constitutes different levels of proficiency for each factor. Train interviewers to collect specific evidence rather than form general impressions. During debriefing sessions, begin by soliciting only positive information, starting with the lowest-ranking member of the hiring team. Go through each factor one by one, having each person share their rationale with details and examples. Ignore superficial rankings and "no" votes based on insufficient information. Allow people to justify alternative viewpoints, both positive and negative. Remember that the goal is not to achieve consensus through group pressure but to make an accurate assessment based on comprehensive evidence. Sometimes the most valuable insights come from interviewers who notice something others missed.

Chapter 5: Close Candidates by Addressing Career Motivations

Even the most rigorous selection process is worthless if you can't close your top candidates. Many organizations invest heavily in finding exceptional talent only to lose them during the offer stage. Effective closing isn't about offering the highest salary—it's about creating a compelling value proposition that addresses what truly motivates top performers. When Lou Adler was recruiting a marketing director for a medical device company, he discovered the candidate was considering three other opportunities. Rather than immediately discussing compensation, he focused on the job's challenges and growth potential. During the interview, he asked the candidate to visualize how she would launch a new product line with limited resources. This discussion revealed both her capabilities and created excitement about the role. By the end of the process, she accepted an offer that was 10% lower than a competitor's because she was convinced the position offered better long-term career growth. This approach works because top performers use different criteria when deciding to accept an offer. In order of priority, they consider: the job match (challenging work that allows growth), the hiring manager (wanting to work for leaders who can help them reach goals), the quality of the team, the company, and finally, the compensation package. Only when compensation is very high or very low does it become the primary consideration. To implement effective closing in your organization, start by understanding what truly motivates each candidate. During interviews, ask about their career aspirations and what would represent a significant move forward. Then demonstrate how your opportunity provides this growth. Create a career gap analysis by comparing what the candidate is currently doing with what they could be doing in your position. The gap should represent at least a 30% increase in job stretch, including bigger scope, more impact, faster growth, or greater learning. When negotiating offers, avoid the common mistake of leading with money. Instead, reconfirm the candidate's interest in the job itself first. Ask: "If we were to make you an offer that was fair and reasonable from a compensation standpoint, is this a job you'd seriously consider?" This ensures you're not just competing on salary but on the total opportunity. Remember that recruiting starts at the beginning of the hiring process, not at the end. It must be woven throughout the entire interviewing and assessment process to be effective. By consistently focusing on career growth rather than just compensation, you'll attract and close candidates who are motivated by the right reasons.

Chapter 6: Build a Talent-Centric Hiring Culture

Implementing effective hiring practices isn't just about adopting new techniques—it requires creating a culture where talent acquisition is viewed as a strategic priority rather than an administrative function. Organizations that consistently hire exceptional people have developed a talent-centric culture that permeates every aspect of their hiring process. When HealthEast Care System in Minneapolis implemented Performance-based Hiring, they started with a small pilot program for nursing positions. Trudy Knoepke-Campbell, the director of workforce planning, first created performance profiles (which she called "Success Profiles") for nursing assistants and advanced practice nurses. The results were so impressive - better candidates, fewer hiring mistakes, improved performance, and reduced turnover - that she expanded the program to over 30 different positions throughout the organization. The implementation process began with training hiring managers on how to create performance profiles and conduct performance-based interviews. Initially, there was resistance from some recruiters who believed their traditional methods were sufficient. However, the line managers embraced the new approach because they immediately saw better results. The $2 million annual savings from reduced turnover provided compelling evidence for full implementation. To create a talent-centric hiring culture in your organization, start by securing executive commitment. Demonstrate the business impact of hiring quality by tracking metrics like new hire performance, productivity, and retention. Show how improved hiring directly affects business results and calculate the return on investment from better hiring practices. Next, establish clear hiring standards and provide comprehensive training for everyone involved in the hiring process. Develop a common language and framework for assessing candidates based on performance expectations rather than credentials or experience. Start with a pilot program focusing on positions with high turnover or critical importance, then expand based on demonstrated success. Create accountability by including hiring effectiveness in management performance reviews. Recognize and reward managers who excel at building strong teams, not just those who fill positions quickly. For sustainability, integrate Performance-based Hiring into your company's talent management system. Use performance profiles not just for hiring but also for onboarding, performance management, and employee development. Remember that Performance-based Hiring is as much about good management as it is about good hiring. When managers clearly define performance expectations, they become better at selecting people who can deliver results and better at managing them once they're on board. This creates a virtuous cycle where better hiring leads to better management, which leads to better retention and performance.

Summary

Performance-based hiring represents a fundamental shift in how organizations find and develop exceptional talent. By focusing on performance rather than credentials, defining success before starting the search, and using evidence-based assessment techniques, you can dramatically improve your hiring outcomes. As Lou Adler emphasizes, "Hiring top talent is not the same as filling requisitions" - it's about finding people who can deliver extraordinary results and contribute to your organization's success. The journey to better hiring begins with a single step: redefining how you think about talent. Start by creating a performance profile for your next critical hire, focusing on what the person needs to accomplish rather than what credentials they need to have. Train your team on performance-based interviewing techniques and implement a structured assessment process. These changes may seem small, but they can transform your organization's ability to find and retain the exceptional talent that drives competitive advantage.

About Author

Loading...

Lou Adler

Read more