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Recruiting Nuts & Boltsver3.0.Updated April2013


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Presentation onRecruiting Basics, Metrics; Cycle Time, ER Programs Recruiting Basics: , links, etc

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Recruiting Nuts & Boltsver3.0.Updated April2013

  1. 1. Recruiting Nuts & Bolts (APRIL 2013) Johnny Torrance-Nesbitt, US & UK WWW.UNIVERSUMGLOBAL.COM
  2. 2. Improving Cycle TimeCycle times can be improved by assessing and focusing key Recruiters (“Best Recruiters”) to key business units. In other words, who are the Recruiters who are more skilled at a particular niche of recruiting or who are the Recruiters who are more passionate about (or have better working relationship or better chemistry) with a particular area.Cycle times can be improved by anticipating-- (that is, by being deeply involved with the hiring managers department and having access to the hiring managers business strategies)-- some vacancies. In this case, running “evergreen ads” which build a deep pipeline in the database for departments that have high turnover.Cycle times can be improved by winning “Great Place to Work Awards”. --because candidates will always beat a path to your door--in good and bad times!Cycle Time can be improved if a company has a feature on its Career page that says: “if you do not see the job you are interested in, please add you resume to our searchable database”; this will allow candidates to populate the database and be instantly searchable by the Recruiters. Again, by running ads, which are long-term in nature, builds the pipeline for future searches.
  3. 3. Other Considerations about Cycle Time:Cycle Time: Are Managers trained in behavioral interviewing? If so, this will speed the selection process.Cycle Time: Consolidate Individual Interviews: If you have to interview five people, try to get them to come in on the same day; that makes it a one-day process instead of five weeks.Cycle Time: Consider a Panel Interview format. The Candidate and all the Interviewers in the room/on the panel at same timeCycle Time: Develop Service Level Agreement (SLA) templates to define expectations, responsibilities, and timetables
  4. 4. Building a Talent PipelineEstablishing a strong employment brand and visibility are important components to building deep pipelines:Recruiters need to be well networked (and sales people and customer service people) and have the resources to attend conferences and events to spread the word“Evergreen ads” need to be run even if no job vacancy exist for a given job groupThe Career page need a way to have people “drop in a resume”Associations need to be leveragePartnerships need to be establish with sourcesList need to be kept of potential candidates who Recruiters come in contact withPassive candidates need to be worked (and pre-sold)Writing Job ads like they were “ads for Careers” and not job descriptionsRelationships need to be built with potential sources: Community Organizations, Minority focused Organizations, etc.A robust Employee Referral program is mandatory. See source April 7th 2013: “7 Tips to Make Your Employee Referral Program go Viral” blog for some creative ideas in this area. Most recent studies into hiring effectiveness come to the same conclusion, that is, the number one source of hire, over and above jobs boards is employee referrals”. Link below:
  5. 5. Process Metrics (NEXT 3 SLIDES): (Companies can identify opportunities for efficiencies, cost controls, and improve quality. Metrics can measure the effectiveness of the recruiting function. Recruiting can add competitive advantage by providing a pipeline of high- performing talent. Quality of hire metrics such as new-hire performance and retention allow companies to measure the recruiting function’s contribution.) Recruiting metrics serve the dual purpose of communicating recruiting values to the business.•Number of positions filled•Interviews per Hire (ratio of interviews to Hires for Senior recruiters)•Candidate per hire (the sourcing process should identify the best qualified candidates from the applicant pool—anexcessively large number of candidates per position indicates a lax screening process)•Cost-per-Hire
  6. 6. *Time-to-fill (reducing time to fill reqs has a positive impact on the bottom line)  *Defined as the average number of days from the date a req. is filled until an offer is accepted) Never use this one as a sole indicator—because it overemphasizes speed as opposed to quality of hiring. • (For the last ten years, the surveys conducted by The Employment Management Association have revealed an average time to fill of between 42 days and 45 days. For many companies the most accurate time to fill is found to be in the range of 60 to 90 days). • A 2007 Study found (106 companies across a variety of industries found a time to fill of 30days) • A 2005 SHRM Benchmarking study revealed that the average time-to-fill within the same industry is 37days • Average time to fill in 2004 (Industry) found Government 51 days; Transportation 50 days; Manufacturing (durable goods) 33 days. • A 2001 Study found an average of 52 days
  7. 7. • Quality of Hire/Turnover of New Hire (short-term retention 3 to 6 months, i.e., short-term retention is the best indicator of quality hires)—e.g., Manager’s assessment performance; output, etc.• Referral Rates from Different sources (are they from Employee Referrals, various job boards, recruiters etc.)• Performance of new hires (or Performance Appraisals rating)• Candidate Source (focus on the recruiting channel adds further precision to the recruiting process)• **Hiring Manager Satisfaction (referring to the hiring process, their role in process, efficiency of the process, etc..) **41% of companies measure hiring manager satisfaction with the recruiting process—per Corporate Executive Board• New hire Satisfaction• Diversity Hires• Start dates met: the percentage (%) of key positions filled by the manager’s designated start date• Surveying Candidates to assess the Recruiting Process: (External candidates, TUD candidates, Rejected external candidates)• Qualitative Performance Criteria: 1.) Do the recruiters understand the work and culture of the business units; 2.) Is the recruiter proactive in their approach—forming partnerships with business; 3.) does the recruiter create personal relationships with the hiring managers
  8. 8. ADDENDUM PAGE: BIOGRAPHYJohnny Torrance-Nesbitt, MBA is an award-winning Global HR professional across several industries and withoutstanding successes in University Relations, Employment Branding and Global Talent Acquisition, and DiversityStrategies most notably at several leading global Fortune 500 businesses such as Monsanto, Lockheed Martin, and start-up, Unext/Cardean University in Chicago and London, England. He formerly was with Monsanto and builtand led the University (with Global reach) and Employment Branding function (and did Diversity Training). Additionally,he led Monsanto’s “100 Best Companies to Work for” ® Fortune Magazine application process resulting in 2 back-to-back wins. He received the merit-based Ralph Bunche Fellowship and also financed his full-time Graduate MBAbusiness studies (in Finance & Diversity Management) by working part-time between day classes at a New York Cityretained Executive Search Firm–thus learning the recruiting business.After graduate business school, he completed the competitive MBA Corporate Finance Training Program at the FirstNational Bank of Chicago (now part of J.P. Morgan Chase – Chicago), spending time analyzing large multinationals andthen joined First Chicago’s Capital Markets Unit as an Capital Markets Associate calling on foreign banks in New YorkCity such as: Banque Worms Capital Corp (a subsidiary of Deutsche Bank AG), Kredietbank, Societe Generale, andBanco Central He is married and lived in Great Britain previously (loving every minute of it). Mr. Torrance-Nesbittis a regular contributor to Universum’s “Employment Branding Today” blog news page and new contributor withRecruitment Buzz, UK. Contact Johnny on for more information.
  9. 9. Another hurdle jumped WWW.UNIVERSUMGLOBAL.COM
  10. 10. Another hurdle jumped WWW.UNIVERSUMGLOBAL.COM