Lou Adler - The Almost Daily RECRUITING Show

Hey. Hi, everybody, this is Lou Adler. This was actually a practice session for LinkedIn Live because we're going. We're kind of moving our technology around, so I had to go live to see it. We're actually going to have a meeting next Wednesday with Jerome Ternick, the CEO of Smart. Recruiters are going to be on here. We're going to talk about diversity hiring without compromise. But I wanted to kind of, if you're watching this program at all, let me open the chat because I've got to find that so I can see what you guys are saying to me, if anything. Well, we do a lot of people, so I appreciate you coming on. What I'd like you to do is at least for now, and I want to honor the fact that you're here. This is not an official program. It even says June 24, 2020, but it's actually July 3, 2020. But I'd like you to do is. When I say the term diversity hiring without compromise, what does that mean to you? And I want you to be very honest. If I just say diversity hiring without compromise, what's your instant gut reaction to that phrase? So we got a lot of people and I appreciate you all being on the call. And again, I want to tell everyone if you're just joining that this is not an official call, it's unofficial. Unofficial. Keep it quiet. All I was really trying to do is see if our new technology using Zoom Webinar and streaming Zoom webinar to LinkedIn would actually work. It appears that it does work and the audio is good. And I appreciate, I'm glad to join a practice session, but I'd like to answer this question. I haven't seen it yet. What does diversity hiring without compromise mean to you? What does that phrase mean to you? I've got to find my mouse here. I got lost the mouse. So, you know, the worst part of being a presenter is losing a mouse. So let me see what you guys think. So what do you say that and they fit with the company culture. Don't advance a candidate without compromising company goals. Yeah, I like Natasha. I think, Natasha, that's what I mean it to be. So. And I don't think I had the words here yet because this is a preliminary deck. In my mind, a diversity hiring initiative without compromise means, number one, you have to do it, but number two, you don't have to compromise performance to pull it off. So that's what it. In my mind, that's what it means. And that's what I'm trying to do so I think people are saying, agreeing with me, that's what it means. All people are qualified. Without looking at my culture. Well, I think the culture is important, but the person. Yeah, I think some people can say, hey, they got to fit with the culture. No, maybe your culture has to fit with them. So maybe that's the way to look at it. I like that idea. So whoever said that, thank you. I'll give you an idea here. And I'm not positive what this deck is, so in some way I'm kind of going blind here. But this slide, the picture that I put over there, I had drawn 22 years ago where everything was coming about with the Internet, with job boards, with applicant tracking systems, and I didn't believe it was the right approach to do it. I look 22 years later and that slide isn't dramatically different. So I've been promoting an idea and you can see I'm pretty old. I'm as old as I look, maybe younger. I'm probably older than I look, but I definitely am old, relatively speaking. I have this concept of win win hiring, which means you hire people not for the start date, not to meet a quota, not to meet compensation level, but hire for the first year anniversary date where the candidate and the hiring manager both agree it was a great decision. So it's a year later, somebody says they can't hear anything, but obviously some of you can hear stuff, right? Yeah, I hear people again. So I'm going to just end it with here and then I'll kind of describe it, but on Wednesday, so try. Make sure you follow me because the only way you'll see me, I think the old way is which. It depends on how old way you're talking about. Pamela, before the Internet. Yes, I totally agree with you. That old way before the Internet because most people say, you know, we're doing is seeing more candidates applying and let me do this, I'll end this. I want to show you this one slide of where I think this is most critical. Everything has to change. And I've shown this slide to close to me and my team, a bunch of people who work with me now. We've shown this slide to 30,000 managers and recruiters, but mostly hiring managers. And we basically say the big problem with hiring is you put a list of skills down in step one. That doesn't predict performance. You can have all these skills in the world and not be a top performer. Conversely, you can be a great person, including a diverse candidate who has a different mix of skills and Be a top performer. But if your filter basically says no, you got to have these skills, you already lost the diversity argument and the performance argument. But making matters worse is once a recruiter calls a candidate up who has all those skills, the candidate has to agree to a compensation package before he or she even knows the job. Which is the stupidest thing I've ever heard of. Because every company has other jobs. Could be higher jobs and lower jobs, but that recruiter is blinded. Hey, I got to fill this job. Not that job, or just this job, which makes the whole system stupid, but that's the way it is. And then I'm going to give you that in a minute. Pamela, hang on. For you, I'll definitely do it. I think I've seen you on here before. Then you have a judgment about the candidate's first impression. If you like a person, you ask easy questions. You don't like a person, you ask hardball questions. In fact, I did a study about 10 years ago where managers only asked behavioral questions for people they didn't like to prove to HR that they did it right. But for people they did. Like, they asked softball questions. But then I asked hiring managers, tell me about the best people you've hired. The best people. After you've worked with them six months a year, tell me what they look like. And they all say this. They deliver results. They work well with teams. They're good managers. They plan to organize their own work and manage and develop other people. And I ask people, who would you rather hire, left or the right? There's 30,000 managers. There's only one manager. Only one manager who said the left after I had time with him. Only one of his in New Jersey. That's why I don't go to New Jersey anymore. That's not really true, but I grew up in New York and we always picked on New Jersey. So I apologize for people in New Jersey. But if you hire that one manager, you'll know. Ask him, which side did he pick. Obviously, every manager wants to pick the people on the right. A great hire. But this is the real issue. The stuff on the left doesn't predict the stuff on the right. You've got to change. I'm going to be legal here. Don't worry, Pam. I'm going to cover you on that one, too. Number one labor attorney in the United States, David Goldstein, the co chair of the OFCC practice at Litwood Mendelssohn's, the number one labor attorney in the country, says what Lou Adler does is the right way to do it. If you go here to winwinhiring.com at the bottom here in the lower left, you'll see a free course that you can sign up for, which also includes David's white paper on why what I'm about to say now is the truth. This is win win hiring. This is diversity hiring without compromise. This is diversity hiring by design. If you want to hire a great person, you have to offer a great job. And a great job is not a laundry list of skills and experiences and asking the person to already agree to a salary before he or she knows the job. And will you judge the person on personality? No. You define the job as a series of performance objectives. What does the person need to do to be successful? Build the team. Grow sales. Upgrade the department. Put together an analytical report. Design a circuit. Build a software package that accomplishes A, B, and C. Okay, that's what they got to do. I'm fine with that. I don't care if they have five or 10 years experience or 20 years. If they're old or young, black or white, green or yellow, they can do that work. They deserve the job. That's what David Goldstein, number one labor attorney, the co chair of the OFCCP practice at Little Mendelssohn, said is why this is more objective and without prejudice and opens up the door to more minority candidates. Our whole process is we source candidates who would see this job as a career move. We interview based on their ability to do that work. We offer them a job that not only allows them to do that work, but also grow and become better. Then we clarify that during the onboarding process, and we deliver on the promise. That's what performance based hiring is, Pamela. That's how it works. This was just a practice session. I know it worked because you're on here. I can see what you're saying. The one thing I would like to do, but I can't do it is make the screen bigger. Let me see if I do that. I don't think I can make the screen bigger. It's just the way it is, the way Zoom presents it. So if I make the screen bigger here, that doesn't get any bigger, but so be it. So let me ask anybody. I've got. I'll take two questions. Two questions. I don't know what you're. I feel like I have to pay their tuition. Well, now there is a. If you go to Win Win hire. Let me go back to this home deck here. Then I'll give you. This is a couple free classes. If you go to win www.WinWinHiring.com. you go to www.WinWinHiring.Com and you'll see two free classes. One is for job seekers and how to make sure you're interviewed accurately. But you can't. If anybody can say, can you make my image any bigger? I don't think you can. That's the one thing about zoom. When I use a different streaming service, I can. I personally can adjust how the video and the slide goes, but with zoom I can't. It's just a little tiny thing. Well, maybe it's just as well. It's a little tiny picture in a corner. I'm gonna do one thing. I'm gonna change this. So if anybody has any questions, I'm gonna stop sharing. I'll still be live. I want to see what the image looks like. I just want to see this. This might be helpful. So I'm gonna stop sharing. This is a test now, so I need your help on the test. I'm gonna stop sharing. At least I'm shop here in the screen. But I'm still live. I want to just see what you see. Okay, that's pretty big. That's pretty too big. But nonetheless we're there. So at least I know what it is if I share here. Okay, I'm going to take a few questions. I'm done for today. This is the practice session. It worked. Harapprasad. I can only maybe I can't. I'm not on LinkedIn right now. I'm watching it through restreaming service. But the audio is good. Full sight. Yeah, I see the picture. I can see what I'm seeing. But I'm trying to. What I'm trying to do. If anybody has a way to do this within Zoom where I can have the slide about 2/3 and the people talking about one third, I can't do that right now. It's about 10 to 1. Nonetheless. Any questions about hiring? I can answer two questions. I'm going to share a screen again. Just see what happens here. Okay, some last questions. Yes to it right here. Ken, wtips should be here. Www.winwinhiring.com. Hara Prasad I think you kind of know what's happening. If you can send me an email, just go to LinkedIn and send me a message on LinkedIn. But this year you can't. I don't think Now I'm talking technical but I'll still talk hiring too. If anybody knows how to take this live meeting. I'm restreaming this within Zoom, zoom, webinar. But it doesn't matter. And it seems like I'm restricted when I share a screen. All I can do is have the slide Deck, which is 90% of the screen and a little image and I can get multiple panelists here, but that's all I can do. But if there's a way. But I don't think you can do it. Harapprasad within LinkedIn. You can't change the screen setting on LinkedIn, can you? If you can tell me how to do it. And Ken, here's the website. This is an introduction. This is for job seekers, how to get ready. Here's an introduction to performance based hiring. And Pamela, if you're still on, this is the one that has the. When you go to this class, you'll see the white. You have to sign in. You'll have to sign into the white paper. Excuse me, you have to sign into the class. But you'll see a download of that white paper from Littler Mendelsohn. So I talked to the number one labor attorney in the country to validate that what I talk about is true. Shake, I think this. Somebody just said they've been in recruiting for seven years. Yeah, Pamela, those are the two lessons. I was just speaking to you though. This is one for job seekers. The one on the left that you'll see it there when you go to winwinhiring.com this is the free one for an introduction to performance based hiring and it includes that white paper from Littler Mendelssohn. And I think people have looked at it in Europe and they I don't think it's 100% perfect in Europe, but the concept is there. There's some other personal privacy right you have to handle. But irrespective of that, I think the foundational component is still correct. Well, Kayleigh, that's a good question. I think it's an excellent question. It says experience is an indicator of ability. It's not. So. For example, I just did assignment for a marketing person who's going to develop a lot of brand advertising. And the manager said a person has to have an MBA and 10 years experience. I said, now tell me what they have to do. They have to come up with a complete aggressive advertising program that expands their visibility instead of 10% of the market to 40% of the market. So they have to grow the market visibility of their platform by 4x or 40% share of the market. Now my question is it 10 years experience or is it enough to do that work? So that's what the hiring manager said. How much experience do they have to have? I don't know that enough to do that work. How do you determine that? I said, well, I'm going to talk to a candidate. I'm going to look for candidates who I think have enough marketing. It's probably three to five years anyway. And then I'm going to ask, hey, Khalid, here's what we have to do. We have to expand our market visibility by four times using every type of marketing capability. Radio, tv, social media, face, it doesn't matter. You've got to do that. Walk me through the biggest thing you've ever done related to that. Now, Khalid, you might. So that's experience, but it's your past performance. So it's not 10 years. It's 10. It's. I don't. It's enough. Enough experience. You might do that a year. You could do it a year doing it and you'd have enough experience. So that's the point I'm making. Hopefully you're still here. And listen to that. Okay, so I'm. One last question. I'm going to be back on Wednesday and if you go to. Didn't share that. If you follow me and you look at the events. So follow me if you're interested. If this stuff is meaningful, you. If it's not, don't bother. I tell bad jokes, so that's not. It's not worth the jokes. But if you're interested in hiring from a hiring manager standpoint, from a talent leader standpoint, from a legal standpoint, from a job candidate standpoint, go to my almost daily recruiting show. It's actually weekly. I've got some great guests coming up. I've got Jerome Ternick, the CEO of Smart Recruiters, coming up on Wednesday, July 8, I think on July 15 around there you go to the schedule. If you follow me, you'll see the schedule. I got Josh Burson. Josh Burson's coming on the 15th. I've got Kevin Parker coming on the 23rd. He's the president of HireVue Video Interviewing. And then I got David GOLDSTEIN on the 30th, that lawyer I was talking about. This is going to be great, guys. Just get to there. You'll get up to speed real quickly. Good luck. Hope to see you next week. Have a great Fourth of July weekend. The best you can, at least with friends and family. Give them a hug for me. See you next week. Bye. All.