Our Recruiting Stock Price
Measuring Our Recruiting
Organization Using a Single Metric

Key Challenges
 Industry-wide Issues
— What pieces of the recruiting process should be measured?
— How should you evaluate individual recruiter performance?
— How do you stack-rank recruiters who don’t do the exact same job?
— How do you relate the various recruiting metrics to one another?
— How do you tie measurements to rewards, recognition and reviews?
 Fifth Third-Specific Issues
— Each Recruiting Region measures performance differently, if at all.
— Each Recruiting Region independently operated (decentralized).
— Existing measures are not based upon the needs of our customers.
— Not currently possible to understand the end-to-end recruiting process.
— Recruiter performance measure are:
 infrequent
 not consistent

Fifth Third Bank
Recruiting Overview
 Size and footprint of the Bank
 Size and make-up of the
Recruiting Organization
 Anticipated Hiring Needs for
2009

Approach
Objective: Become a Process Management focused
organization meeting all customer needs.
Process Management is…
 A framework that will allow the organization to have
transparency and ownership of its end-to-end processes.
 An alignment of strategy, tactics and operations to meet
customer needs.
 A predictive approach to manage and control process
inputs ensuring that process outputs are within customer
specifications.

Establishing Voice of Customer
Finalize Needs Complete needs
Identify Establish
& Determine Prioritization &
Customers Baseline needs
Importance Establish specs
Direct Customers • Baseline the • Surveys to each • Determine priority
• Hiring Managers customer needs customer type of each need in
• Candidates through individual across the Bank relation to the
and small group others
Indirect Customers discussions • Determine needs
• Bancorp • Determine
• Legal, Compliance • Establish expected
and Regulatory importance of performance for
bodies each need to the each need (e.g.
customer specification limits)
Only measure items…
 that are important to the customers
 that will result in decisions and actions
Note: Customer needs gathered from 18 individual customer meetings and then finalized and prioritized through 1,920 surveys.

Voice of Customer Results
Customer Need Quality Cost Delivery
Satisfaction with Recruiting Process X
Satisfaction with Recruiter X
Satisfaction with Hiring Manager X
90-day Retention Rate X X
Diverse candidate pools X X
Recruiter Efficiency Measures X X
Number of Hires X X
Cycle Time (time to hire) X
Total Recruiting Budget X
Cost per Hire X
Measurement Weight / Importance
Quality 10
Delivery 8
Cost 5

Utilizing VOC Results
A Successful Measurement Plan MUST HAVE…
 all measures that are important to the customer (aka: key process
drivers)
 customer-defined specification limits
 all measures weighted in relation to one another
 a single view of the overall performance of the process
 the ability to drill down and do additional analysis in order to
determine root cause of issues
 a pre-defined Response Plan to dictate thresholds and actions
An unwavering focus is necessary to build, implement
and utilize a Recruiting Measurement Plan.

Fifth Third Bank
Recruiting “Stock Price”
 Recruiting Performance trending up
 Exceeded customer needs for 13 consecutive months

Performance: Bank-wide
Bank-wide Breakdown
Quality 3.46 % over Customer Needs
Delivery 1.06 % over Customer Needs
Cost -1.24 % under Customer Needs
Cost Breakdown
Recruiting Budget 1.8 % under budget
Cost per Hire 32 % over Customer Needs
Reason: Hiring volume is down
relative to plan
Drilling down through the data is necessary to
understand our performance

Performance: Recruiter Level
Bob – Overall
Quality 9.5 % under Customer Needs
Delivery 2.2 % over Customer Needs
Bob - Quality
External New Hire Sat. 3.2 % over Customer Needs
Internal New Hire Sat. 1.3 % over Customer Needs
Hiring Manager Sat. 27.5 % under Customer Needs
90-day retention rate 5.2 % over Customer Needs
Bob – Hiring Manager Satisfaction
Problem solving ability 8.4 % over Customer Needs
Responsiveness 36.2 % under Customer Needs
Quality candidates 6.8 % over Customer Needs
Knows the local market 11.0 % over Customer Needs
Reason: Recruiter is not responsive in the eyes of our
Hiring Managers

Performance: Recruiter Level
 All recruiters Bank-wide will be measured consistently
 Key process drivers measured for each recruiter – as
dictated by customer needs
 Measures are incorporated into annual Performance
Management Plans for each recruiter
 Provides a “rolled-up” view of overall recruiter
performance as well as drill-down capabilities
 Includes a Rewards and Recognition plan

Change Management
 Key Obstacles for Implementation
— Culture Shift
— Customer focus / client engagement
— Employee Engagement
— Possible “loss of control” perception from HR Business Partners
 Buy-in required from key groups
— Recruiting Leadership Team
— HR Leadership
— HR Business Partners
— Line of Business Leadership
— Recruiters
“About the only folks you’ll find who don’t like
being measured are poor performers.”
- Managing Sideways, Price Pritchett

Change Management
 Required elements
— WIIFMs
— Solid understanding of the measurements
 Customer-focused
 Specification limits
 Logistics (data sources, frequency, etc.)
— Direct connection to Performance Reviews / Compensation
— How will the measurements be utilized
Change management began six months
prior to implementation and extended six
months after implementation

Utilizing Our Measurements
 Execution of our response plan
 Monthly analysis on trends, key opportunities, etc.
 Discussions with every customer grading us as “below
expectations”
 Revised monthly “stack-ranking” of all recruiters (and a
direct tie-in to recruiter performance reviews)
Key Benefits: Better, faster, cheaper through…
 Easier identification of process / policy changes
 Better able to coach and develop recruiting talent
 Increased knowledge of “total costs” and “cost vs. volume”
 Knowledge of how all measures relate to one another (no more silo-metrics)

Questions

Appendix

Measurement (Segmentation)
Overall
Bancorp
Performance
Individual
Region
Performance
All measures are weighted in relation to each other

Measurement (Segmentation)
Within each
Region, Individual
metrics are group
in terms of
Quality, Cost, or
Delivery
Drill-down capabilities exist within each Region.

Measurement (Segmentation)
Each Quality,
Cost, or
Delivery
metric is
comprised of
key process
drivers
Drilling down to individual measures allow for easy
identification of “opportunities for improvement.”

Measurement (Segmentation)
LOB 4.30%
Quality 88 10 43% 1.49%
External New Hire 2.21%
1.0 Ext New Hire overall Satisfaction w/ Recruiting Process (Q1) 4.50 4.58 4.50 0.00% 10 11% 0.00%
1.1 Given opportunity to meet w/ potential supervisor (Q27) 5.00 4.86 4.50 11.11%
1.2 Given opportunity to meet w/ potential co-workers (Q27_2) 4.75 4.43 4.50 5.56%
1.3 Given clear understanding of dress code and other bank policies (Q27_3) 4.00 4.29 4.50 -11.11%
1.4 Given overview of roles & responsibilities (Q27_4) 4.75 4.71 4.50 5.56%
1.5 Given overview of department, LOB, and its role within 5/3 (Q27_6) 4.50 4.43 4.50 0.00% Individual
1.6 Given overview and timeline of the interview and hiring process (Q27_7) 4.50 4.57 4.50 0.00%
drivers can be
1.7 Given clear instructions of all logistical items (directions, appointment times,
travel arrangements, etc.) (Q27_8)
4.75 4.71 4.50 5.56% further
1.8 Given specific list of tasks to be performed (Q27_5) 4.50 4.57 4.50 0.00% segmented
1.9 Smooth transition from being a candidate to being an employee (Q27_9) 4.75 4.71 4.50 5.56%
1.10 Given a tour of office and work environ. during recruiting process (Q27_10) 4.50 4.29 4.50 0.00%
1.11 Satisfaction w/ drug screening and background check process (Q27_11) 4.25 4.14 4.50 -5.56%
Even beyond the drill-down capabilities, additional
data is available for analysis (e.g. segment by
individual recruiter, job grade, etc.)
All graphs are demonstrative and do not represent anyone or any area of Fifth Third Bank.
Fifth Third Bank, Member FDIC. Equal Opportunity Employer.