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Metrics and analytics how to tell the recruiting story
 

Metrics and analytics how to tell the recruiting story

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Deck by Rob McIntosh on using Metrics and Analytics How to Tell the Recruiting Story.

Deck by Rob McIntosh on using Metrics and Analytics How to Tell the Recruiting Story.

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Metrics and analytics how to tell the recruiting story Metrics and analytics how to tell the recruiting story Presentation Transcript

  • Data, Metrics and Analytics How to Tell the Recruiting StoryRob McIntosh | Senior Vice President Global TalentAcquisitionAvanade Inc.www.avanade.com © Copyright 2011 Avanade Inc. All Rights Reserved. 1 The Avanade name and logo are registered trademarks in the US and other countries.
  • Why was Solomonrecognized as the wisest manin the world? Because heknew more stories (proverbs)than anyone else. Scratch thesurface in a typicalboardroom and we’re all justcavemen withbriefcases, hungry for a wiseperson aretell us stories.Stories to the single most —Alan Kay, vice president atpowerful weapon in a leader’sWalt Disneyarsenal.—Howard Gardner, Harvard University © Copyright 2011 Avanade Inc. All Rights Reserved. 2
  • 1. Help make a case for change/improvements (Why and How)The 3 Guiding 2. Set better expectations on whatPrinciples for is the issue or what is possible/not possible Recruiting (Why and What) 3. Most importantly, it must Storytelling provide a tangible actionable direction to take vs. just more pretty data. © Copyright 2011 Avanade Inc. All Rights Reserved.
  • The Big 3Majority of Business Executives care about 3 Big Metrics and derivatives of the Big 3: Speed Cost Quality Can you do Faster/Better Can you Can you do it optimally with better manage and Quality outputs improve it © Copyright 2011 Avanade Inc. All Rights Reserved. 4
  • Look for the Data Outliers Best Practice Challenge or Opportunity toOpportunity to share, discussdiscuss, fix and and apply improve? elsewhere? Low Performance High Performance © Copyright 2011 Avanade Inc. All Rights Reserved. 5
  • Contrast and Compare = Bad = GoodGolden Rule No. 1 Don‟t compare datasets that are not directionally the same.Example: Your Companies Cost Per Hire to your Competitors if you/theycalculate differently.Golden Rule No. 2 Wherever possible compare your dataset to somethingelse. A metric and data point standing alone by itself tells very little.Example: Compare your Cost Per Hire this year/month with last year/month. The Story „Did it go up or go down, why and what are you doing about it‟? © Copyright 2011 Avanade Inc. All Rights Reserved. 6
  • Transparency and Directional Correctness Transparency 1. Be clear on how and where you collect your data source‟s. 2. Be clear on why you are measuring and the benefit you are after by presenting the data. Directional Correctness 1. 100% Data accuracy is very hard to achieve. Pick datasets that are directionally correct. 2. In instances where the data is more opinionated vs. factually driven, make sure the message focuses on the directional story vs. just the numbers © Copyright 2011 Avanade Inc. All Rights Reserved. 7
  • Traffic Light StoriesThink about using traffic lights to tell your story visually.Green = On Plan / + To GoalYellow = Not on Plan / At Risk / ImprovingRed = Off Plan / Off Goal / Fixing © Copyright 2011 Avanade Inc. All Rights Reserved. 8
  • Different Analytical Recruitment StoriesCostCost Per Hire comparisons and outliers vs. other Against Plan Workforces/Job FamiliesROI on different Sourcing Channels and OutliersProactive vs. Reactive Sourcing results and Outliers vs. other Workforces/Job FamiliesLost Opportunity Cost = Financial impact for unfilled rolesSpeedTime to Hire comparisons and outliers vs. other Workforces/Job FamiliesTime to Source (Recruiting) vs. Interview Time to Hire (Business) and outliers by Workforces/Job Families Against GoalsQualityNew Hire Performance & New Hire Managed AttritionOffer Acceptance and outliers over time vs. other Workforces/Job FamiliesProductivity Throughput Ratio‟s (Submits to Hire) vs. other Workforces/Job Families+ Operational Effectiveness Against Time & %Hires against a annual or monthly business/recruiting demand planTracking against Recruitment Goals/KPI‟sVolume of recruiting resources/effort spent on Attrition vs. Growth roles © Copyright 2011 Avanade Inc. All Rights Reserved.
  • Some Different Analytical Recruitment Stories Throughput Analysis: „Cradle to Grave Metrics‟ Story“We need to do x,y and z to increase the passive candidate initial response %”“We need to do x,y and z to help with efficiencies around active candidate screening todetermine quality earlier on in the process” © Copyright 2011 Avanade Inc. All Rights Reserved.
  • Negative Disposition Trends Story “Can we improve our EVP to move the 60% rejection reason‟s down?” “Can we look at more flexible travel arrangements for this profile?” “What additional relationship development programs can we put in place to keep connected to the interested but timing not quite right group?” Target Company Throughput Story “Business says look at people from Target Total Candidates in % We reject % Candidates % of hires to Company „F‟ but the data does notCompany database Total Hires Candidates reject us applications support the value” A 337 21 67% 9% (16:1) B 222 13 57% 8% (17:1) “We found people coming from C 135 13 70% 8% (17:1) Company „A‟ are more successful D 533 16 71% 10% (33:1) because of „x,y and z‟. This must be E 351 8 74% 7% (47:1) our broad assessment criteria vs. just Target companies? © Copyright 2011 Avanade Inc. All Rights Reserved. F 64 1 80% 1% (64:1)
  • Comparative Source AnalysisAgency vs. Job Board Hire Overlap Story “Opportunity to get more effective with our own Sourcing Channel Strategy and coverage to optimize costs and results” Comparative Source AnalysisJob Board vs. Job Board Overlap Story “Certain jobs should only be posted on Job Board „X‟” “Stop spending Business Group „C‟ money on Job Board „X‟ and reinvest elsewhere.” © Copyright 2011 Avanade Inc. All Rights Reserved.
  • Employee Referral Value Story Throughput from Throughput from Throughput from Employee Referrals are our greatest quality Business Interview Recruiter Candidate of hires: to Hire Resume/CV Review First Contact to Hire 2.5:1 (Business Interview to Hire) to Hire 4.6:1 (Recruiter Resume/CV Review to Hire) Avg. of Total Sourcing Channels 8:1 (Candidate First Contact to Hire) 3.6:1 29.9:1 58:1 Or for every 100 hires we need to make the ratio would need to look like this: Cost savings differential is „x‟ 360 2,990 5,800 Time to Fill differential is „y‟ Or if you could get all 100 hires from Employee referrals, then the ratio would look like this: “Do we have the resources in place to 250 460 800 sustain and scale 5,800 First contacts?”Recruiter Resume/CV Review to Hire Story Source Channel sample for Workforce ‘x’ Ratio Employee Referral 4.6:1 More resources/cost/effort to recruit via xxxxx 6.1:1 other channel throughput ratios. Alumni 7.1:1 Targeted Networking Referral 7.2:1 As a Recruiter for Workforce „x‟ be mindful xxxxxx 8.1 on the ROI associated with your Job Direct Sourcing 8.1:1 Postings…….Do you optimize content or xxxxx 9.6:1 stop posting there all together? xxxxxx Event 32:1 What can you learn from your Recruiting Careers Website 42.4:1 colleagues supporting Workforce „y‟ who‟s Job Board Postings 46.5:1 ratio‟s are 12:1? © Copyright 2011 Avanade Inc. All Rights Reserved. 13
  • Profile „A‟ Pipeline Robustness # ofCandidates 10:1 Profile „A‟ Historical 100 Throughput Benchmark 90 Target 80 70 7:1 Actual Candidates 60 50 40 4:1 30 2:1 20 1:1 10 Recruiter Business Business Offer Hire Screen Interview 1 Interview 2 © Copyright 2011 Avanade Inc. All Rights Reserved.
  • Talent Mapping© Copyright 2011 Avanade Inc. All Rights Reserved.
  • The Future is Big Data StoriesRecruiting & Talent Information pulled in from multiple systems and sources CRM ATS Sourcing Tools SEO Big Data Social Networks HRIS Performance Management WFP Multi-dimensional Recruitment Stories © Copyright 2011 Avanade Inc. All Rights Reserved. 16