Metrics, Analytics, Influence, and Acumen 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&A Metrics, analytics, and its complexity Building business acumen to deliver metrics and analysis Turn metrics into action through root cause When to measure and when to not Quality of Hire – examples and reasoning Cost Per Hire, the standard, and what it means Metric categories (Categories = Why | Metrics = What) 75 white papers, 25 interviews, examples and observation
Our panelists and the dialogue 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&A Cleo Stockhoff, Verizon Wireless Scotty Morrison, Salesforce.com Dwaine Maltais, Technomedia-Hodes IQ Open dialogue. Ask for clarifications. Microphones are available, so raise your hand. Twitter feed will be monitored by ERE. Some of those questions will be answered at the end during the Q&A.
Metrics, Analytics, and its Complexity 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&A Reports ≠ AnalyticsStandard Reports (Hardcopy or Electronic)Structured Queries and Parameter ReportsAd Hoc Query and ExplorationBusiness Intelligence CenterMulti-Dimension AnalysisException-Based Reporting and AlertsData Mining and Predictive AnalyticsCompanies Who Have Hired Same Position BeforeHiring Scale of DifficultyCompetitive Demand for Skills Required for JobCompensation Analysis by Location Sources: Metric Insights and Wanted Analytics
Building business acumen to delivery metrics and analytics 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&A Actions Demand Business Acumen FINS.com uses metrics likes cost per lead,Recruiters to Hiring Managers conversion rate of applicant, and click through rate to illustrate the benefits of combining job postings AND branding on its sites.TA Leaders to Business Leaders Recruiters and TA Leaders need to understand the metrics and impact, asService Providers to Customers much as FINS.com needs to deliver the message.
Turn metrics into action with root cause 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&A Problem 1 Old rules and lessons Why? Why? 2Why? Why? 3 still work – use 5 whys Why? Why? to get started 4 Why? 5 Why? Why?
When to measure and when to not 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&AWhat’s worse:measuringorgetting caughtmeasuring?
Quality of Hire Cost Per Hire 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&AQuality of Hire: Cost Per Hire:There are no There is astandards. standard?
Categories = WHY Metrics = WHAT 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&AENGAGEMENT COREProfile Updates / Completion Candidates Interviewed / HiresParticipation / Application Ratio Number of Hires / PeriodStale Candidate Conversion Sourcing EffectivenessACTIVITY / PERFORMANCE PROCESS / DEVIATION# of Connects / Day Acceptance RatioOffer to Accept Ratio Sourcing DistributionSubmittals / Period Speed of Hire / Time to FillHEALTH VALUEPromotion Lead Time Cost Per HireNet Hire Ratio Quality of HireRelocation Expenses Internal Placement %
1. ERE.net 15-20 mins 2. Twitter: Microphones @MyAspenAdvisor 01 | Agenda 02 | Panel 03 | Topics 04 | Download 05 | Q&AENGAGEMENT CORE ACTIVITY / Candidates IdentifiedCandidate / HM ExperienceCandidate / HM Satisfaction Candidates Interviewed / Hires PERFORMANCE Candidates Converted Campaign EffectivenessNew Hire Satisfaction Managerial Fitness Candidate PoolOne/Two Way Engagement Time Number of Hires / Period Hire RateProfile Updates / Completion # Candidates to Hiring Teams # of Calls / DayEvent Attendance / Follow Up Recruiter Effectiveness Offer to Accept RatioParticipation / Application Ratio Recruiter Knowledge Open RequisitionsStale Candidate Conversion Sourcing Effectiveness Interviews / PeriodCandidate Reach / Resonance Template Use / Effectiveness Submittals / PeriodPROCESS / DEVIATION HEALTH VALUEAcceptance Rate 360 Feedback Scores Cost Per HireDecline / Offer Ratio Attrition Employee RetentionInterview / Hire Ratio Diversity of Leadership Hire / Goal RatioInterview / Offer Ratio Hire Fitness Internal Placement PercentageSourcing Distribution Internal Promotions Resulted New Hire Success / Failure RateSpeed of Hire Promotion Lead Time Performance RatingsSubmittals per Week Net Hire Ratio Promotion RatesTime to Fill Candidate Quality / Source Quality of Hire Quality of Hire - Maximization Retention Referral Rate Return on Workforce Talent Potential Ratings New Hire Turnover