Talent Acquisition and Recruiting Metrics and Analytics. Past, Present and the Future. A detailed look at Quality of Hire as a metric. Plus a new Benchmaking Solution
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
#FIRMday London 2nd November The Impact of Informed Candidates (and How to At...Emma Mirrington
The Informed Candidate is one that is well-researched and engaged with your company, leading to a better fit, quicker on boarding and ultimately a more productive employee. We reveal how to ensure that you are attracting thoughtful candidates who have the right expectations and why this approach will set your workforce up for success in the future.
Talent Analytics: Building Actionable Business Intelligence Across the Employ...Human Capital Media
According to recent study conducted by the MIT Sloan Management Review and IBM Institute for Business Value, “top-performing companies are three times more likely than lower performers to be sophisticated users of analytics, and are two times more likely to say that their analytics use is a competitive differentiator.”
In this webinar, KnowledgeAdvisors CEO Kent Barnett and Jeff Grisenthwaite, vice president of operations, will:
Describe how talent analytics can effectively be used to drive measurable improvement in your crucial human capital investments.
Present strategies for using talent analytics to identify critical, actionable business insights for programs such as on-boarding, learning, leadership, capabilities development and performance
Preview the new Metrics that Matter Talent Analytics Suite, slated for release in June.
Framework for improving and measuring quality of hireRob McIntosh
So many recruiting leaders want to move away from metrics like cost of hire and time to hire, and onto more useful measurements — with quality of hire topping many recruitment leaders’ lists.
Rob McIntosh, SVP of global talent acquisition for the 60-office, 20-country technology consulting firm Avanade, will walk you through, in detail, the problem Avanade wanted to solve by increasing the quality of hires; the journey and thinking required to build a new quality of hire global framework; and ultimately, how to measure and derive actionable outcomes on improving the overall quality of hires.
This document discusses the importance of selecting high impact recruiting metrics for organizations. It provides examples of predictive, real-time, and historical metrics that companies can use to measure recruiting performance, including time-to-fill, acceptance rates, cost-per-hire, and turnover of new hires. The right metrics can help drive recruiting behaviors and quantify the financial impact on business goals. While data is easy to collect, organizations must carefully choose meaningful metrics to monitor and make data-driven decisions.
A Playbook for Diversity Analytics and Strategy DevelopmentWilliam Gaker
Diversity and Inclusion is an increasingly important topic for organizations; however, these initiatives are often misaligned across HR functions and not designed to address specific gaps.
This presentation makes the case that organizations should view the workforce as an integrated systems, use analytics to identify gaps in diversity, and create holistic strategies to address those gaps.
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
#FIRMday London 2nd November The Impact of Informed Candidates (and How to At...Emma Mirrington
The Informed Candidate is one that is well-researched and engaged with your company, leading to a better fit, quicker on boarding and ultimately a more productive employee. We reveal how to ensure that you are attracting thoughtful candidates who have the right expectations and why this approach will set your workforce up for success in the future.
Talent Analytics: Building Actionable Business Intelligence Across the Employ...Human Capital Media
According to recent study conducted by the MIT Sloan Management Review and IBM Institute for Business Value, “top-performing companies are three times more likely than lower performers to be sophisticated users of analytics, and are two times more likely to say that their analytics use is a competitive differentiator.”
In this webinar, KnowledgeAdvisors CEO Kent Barnett and Jeff Grisenthwaite, vice president of operations, will:
Describe how talent analytics can effectively be used to drive measurable improvement in your crucial human capital investments.
Present strategies for using talent analytics to identify critical, actionable business insights for programs such as on-boarding, learning, leadership, capabilities development and performance
Preview the new Metrics that Matter Talent Analytics Suite, slated for release in June.
Framework for improving and measuring quality of hireRob McIntosh
So many recruiting leaders want to move away from metrics like cost of hire and time to hire, and onto more useful measurements — with quality of hire topping many recruitment leaders’ lists.
Rob McIntosh, SVP of global talent acquisition for the 60-office, 20-country technology consulting firm Avanade, will walk you through, in detail, the problem Avanade wanted to solve by increasing the quality of hires; the journey and thinking required to build a new quality of hire global framework; and ultimately, how to measure and derive actionable outcomes on improving the overall quality of hires.
This document discusses the importance of selecting high impact recruiting metrics for organizations. It provides examples of predictive, real-time, and historical metrics that companies can use to measure recruiting performance, including time-to-fill, acceptance rates, cost-per-hire, and turnover of new hires. The right metrics can help drive recruiting behaviors and quantify the financial impact on business goals. While data is easy to collect, organizations must carefully choose meaningful metrics to monitor and make data-driven decisions.
A Playbook for Diversity Analytics and Strategy DevelopmentWilliam Gaker
Diversity and Inclusion is an increasingly important topic for organizations; however, these initiatives are often misaligned across HR functions and not designed to address specific gaps.
This presentation makes the case that organizations should view the workforce as an integrated systems, use analytics to identify gaps in diversity, and create holistic strategies to address those gaps.
The document discusses the importance of HR analytics for talent management. It begins by defining talent and talent management, explaining that talent management is a continuous process of sourcing, hiring, developing, retaining and promoting employees. It then discusses how HR analytics can help with various aspects of talent management, including talent strategy and planning, identifying and acquiring talent, developing and deploying talent, and retaining talent. Some key implications of HR analytics for talent management are that it will make the HR function more strategic and data-driven, require better quality HR data, impact the tools used, and change long-held beliefs by analyzing outcomes.
This document summarizes debates around human resources (HR) analytics. It discusses the evolution of HR analytics from measuring HR metrics and benchmarking competitors to using analytics to optimize talent management. Major debates discussed include what constitutes HR analytics, why organizations should do analytics, who should lead analytics efforts, when and where analytics should be used, and how to start with analytics. The document provides perspectives on these debates from various sources and advocates for HR to take the lead on analytics to improve individual and organizational performance while establishing ethical guidelines.
This document summarizes a study on recruitment analytics. It found that while 71% of recruiting professionals see analytics as important, only 15% have dedicated tools. Hiring managers see analytics as the highest priority but only 7% have access to relevant data. Medium-sized companies are best equipped for analytics. Respondents are dissatisfied with current tools and budgets for analytics are increasing. Top metrics include source of hire, time to hire, and applicants per hire. Career sites and job boards are the top sources currently but referrals and social media are rising. The conclusion recommends treating recruitment data as a vital asset and inspecting advanced analytics tools.
The document discusses best practices for recruiting metrics at CUNA Mutual Group. It proposes several metrics to measure recruiting performance, including Need Date (measures filling positions on time), Recruiting Cost Ratio (measures hiring efficiency), and Source Yield Ratio (measures quality of applicants from different sources). It also discusses surveys to measure Quality of Hire from the perspectives of new hires, hiring managers, and recruiters. The document advocates using a dashboard to view metrics over time and identify trends to improve recruiting.
This document contains a priority order list of 6 recruitment goals for various organizations with their current status updates. The goals include increasing employee referrals and diversity hires while reducing agency usage. Current plans to improve include bi-weekly leadership meetings, social media referral tools, and monthly business reviews. The recruiter requests manager support on communication alignment for referrals and advice on a challenging manager requiring 10 interviews per open position.
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
1) The document discusses implementing a workforce analytics strategy at an organization to deliver personalized employee experiences through data-driven insights.
2) It outlines how collecting and analyzing employee data can help improve engagement, productivity, retention, and communication by tailoring experiences, learning, and career recommendations for individual employees.
3) The strategy involves building analytics capabilities across the employee lifecycle from acquisition to retention in order to optimize the workforce and remain competitive in a changing business environment.
Jay Huang: What if you could make the right people decisions almost all the t...Edunomica
Jay Huang: What if you could make the right people decisions almost all the time?
People Analytics Conference
Website - https://pacamp.org/
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/pacamporg
This document summarizes a presentation on talent analytics. It discusses the importance of talent analytics for businesses and outlines a vision for using data-driven talent management to gain a competitive advantage. The presentation describes common pitfalls to avoid, different levels of talent analytics from descriptive to predictive to prescriptive, and key dimensions needed for sustainable talent analytics capabilities. Examples of talent analytics solutions for onboarding, learning, leadership development, sales capabilities, and engagement are provided. The document concludes by suggesting options for organizations to get started with talent analytics and providing contact information for the presenter.
Turbocharging the recruiting engine: How LinkedIn used data to drive recruiti...LinkedIn Talent Solutions
Chris Pham, LinkedIn
Jennifer Shappley, LinkedIn
By forecasting hiring demand and building a process and organizational muscle to dynamically manage recruiting capacity, LinkedIn’s Talent Acquisition department has been able move from constantly playing catch-up with hiring demand, to getting ahead and dynamically moving resources around to where the need is the highest.
In this session, we will provide insight into one of the many ways data-driven recruiting is done at LinkedIn. We will also show how the process and modeling that the Talent Analytics and Operations team has been able to implement has allowed LinkedIn’s recruiting teams to project business demand, right-size themselves accordingly and ultimately save LinkedIn money.
Session highlights:
How we set up a framework to hold recruiting teams accountable to capacity plan.
How LinkedIn got Talent Acquisition, Human Resources, and FP&A to align.
How using data to estimate hires within 5% of actual volume, and staffing recruiting teams accordingly, allowed us to give back to the business.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Fundamentals of Recruitment Analytics OutlineDan Meyer
This document provides an outline for a training on fundamentals of recruitment analytics. It covers topics such as defining recruitment analytics, assessing an organization's current use of analytics, key recruitment metrics to track, finding the right data, applicant tracking systems, using big data and business intelligence in recruiting, and making data-driven decisions. The training agenda includes an overview of trends in the Philippine recruitment industry and a self-assessment of an organization's analytics culture. It emphasizes using data to understand factors like employee retention and satisfaction.
This document summarizes how a company has evolved its use of predictive analytics in talent management over time. It started with basic reporting using Excel and PowerPoint. It then shifted to data visualization and business intelligence dashboards. In 2016, the company developed its first predictive retention model using machine learning techniques to classify flight risk. Analysis from this model guided strategies to improve retention. The company is now exploring how to further leverage predictive analytics to understand high performers, internal networks, and pave the way for future talent management.
Using information from the 2015 ERE State of Talent Acquisition Survey to look at Talent Acquisition Metrics and tools to enhance the ability to use those metrics
This document discusses metrics for measuring recruiting performance and return on investment. It defines metrics as quantifiable measurements that can be compared to benchmarks and encourage behaviors focused on candidate quality and ROI. Traditional metrics like cost per hire and time to fill are criticized for not accounting for candidate quality. New metrics proposed include sourcing channels, recruiter efficiency, acceptance rates, candidate satisfaction, manager satisfaction, quality of hire, and efficiency ratio. These metrics better support business objectives by focusing on candidate quality rather than just cost and speed. Sample surveys and dashboards for tracking various metrics are also presented.
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire provides HR analytics, recruitment metrics, and reporting services through a product as a service model. Their solution transforms raw recruitment and HR data into extensive reports and analytics that help HR and recruitment managers gain strategic insights and deliver high performance. Their model saves time, cost, and enhances productivity by consistently providing timely reporting. It serves as a value solution for superior HR and recruitment performance by creating value and complementing business goals.
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The document discusses an AI-based talent matching proof of concept conducted by Intel to match employees and candidates to job openings. The project was able to successfully match 164 candidates to jobs in 3 weeks. Intel aims to leverage AI to improve the employee experience, drive cost efficiencies of millions annually, and gain new insights from talent big data. Future plans include integrating the solution with HR systems, expanding the skills taxonomy, and incorporating new data sources like conferences and social media. The conclusion is that with proper design, AI can help billions of people grow and develop their potential through HR applications.
DOES THE EXISTENCE OF SENIOR DIGITAL JOB TITLES INDICATE THE CHANCES FOR TRU...CSAONE
It’s not like a product or a dial-up service you can subscribe to. When we started the original research for The Wall Street Journal and Amazon bestseller, The Digital Helix, we saw leading organizations bearing the load internally. One potential measure for success in bearing that load may be your senior job titles. In a world with new metrics for digital performance and future readiness, the idea of the right combination of job titles could help you find the right future employer, investor, partner or even help you spot a vulnerable competitor.
The new research we’ve done with Forbes Insights dug into the concepts, ideas, processes, metrics and frameworks for success in order to learn what it takes to build and then sustain digital transformation success. Many executives either want to reward key owners of the process (leaders, pioneers and powerful advocates) with new digital job titles, or they want to package their corporations as digitally transforming under the banner of one or more of these titles. I went through the two of these issues when I was the Chief Web Officer for MicronPC. So, do senior digital titles (we tested six titles) really matter or is it just digital wrapping?
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
The document discusses the importance of HR analytics for talent management. It begins by defining talent and talent management, explaining that talent management is a continuous process of sourcing, hiring, developing, retaining and promoting employees. It then discusses how HR analytics can help with various aspects of talent management, including talent strategy and planning, identifying and acquiring talent, developing and deploying talent, and retaining talent. Some key implications of HR analytics for talent management are that it will make the HR function more strategic and data-driven, require better quality HR data, impact the tools used, and change long-held beliefs by analyzing outcomes.
This document summarizes debates around human resources (HR) analytics. It discusses the evolution of HR analytics from measuring HR metrics and benchmarking competitors to using analytics to optimize talent management. Major debates discussed include what constitutes HR analytics, why organizations should do analytics, who should lead analytics efforts, when and where analytics should be used, and how to start with analytics. The document provides perspectives on these debates from various sources and advocates for HR to take the lead on analytics to improve individual and organizational performance while establishing ethical guidelines.
This document summarizes a study on recruitment analytics. It found that while 71% of recruiting professionals see analytics as important, only 15% have dedicated tools. Hiring managers see analytics as the highest priority but only 7% have access to relevant data. Medium-sized companies are best equipped for analytics. Respondents are dissatisfied with current tools and budgets for analytics are increasing. Top metrics include source of hire, time to hire, and applicants per hire. Career sites and job boards are the top sources currently but referrals and social media are rising. The conclusion recommends treating recruitment data as a vital asset and inspecting advanced analytics tools.
The document discusses best practices for recruiting metrics at CUNA Mutual Group. It proposes several metrics to measure recruiting performance, including Need Date (measures filling positions on time), Recruiting Cost Ratio (measures hiring efficiency), and Source Yield Ratio (measures quality of applicants from different sources). It also discusses surveys to measure Quality of Hire from the perspectives of new hires, hiring managers, and recruiters. The document advocates using a dashboard to view metrics over time and identify trends to improve recruiting.
This document contains a priority order list of 6 recruitment goals for various organizations with their current status updates. The goals include increasing employee referrals and diversity hires while reducing agency usage. Current plans to improve include bi-weekly leadership meetings, social media referral tools, and monthly business reviews. The recruiter requests manager support on communication alignment for referrals and advice on a challenging manager requiring 10 interviews per open position.
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
1) The document discusses implementing a workforce analytics strategy at an organization to deliver personalized employee experiences through data-driven insights.
2) It outlines how collecting and analyzing employee data can help improve engagement, productivity, retention, and communication by tailoring experiences, learning, and career recommendations for individual employees.
3) The strategy involves building analytics capabilities across the employee lifecycle from acquisition to retention in order to optimize the workforce and remain competitive in a changing business environment.
Jay Huang: What if you could make the right people decisions almost all the t...Edunomica
Jay Huang: What if you could make the right people decisions almost all the time?
People Analytics Conference
Website - https://pacamp.org/
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/pacamporg
This document summarizes a presentation on talent analytics. It discusses the importance of talent analytics for businesses and outlines a vision for using data-driven talent management to gain a competitive advantage. The presentation describes common pitfalls to avoid, different levels of talent analytics from descriptive to predictive to prescriptive, and key dimensions needed for sustainable talent analytics capabilities. Examples of talent analytics solutions for onboarding, learning, leadership development, sales capabilities, and engagement are provided. The document concludes by suggesting options for organizations to get started with talent analytics and providing contact information for the presenter.
Turbocharging the recruiting engine: How LinkedIn used data to drive recruiti...LinkedIn Talent Solutions
Chris Pham, LinkedIn
Jennifer Shappley, LinkedIn
By forecasting hiring demand and building a process and organizational muscle to dynamically manage recruiting capacity, LinkedIn’s Talent Acquisition department has been able move from constantly playing catch-up with hiring demand, to getting ahead and dynamically moving resources around to where the need is the highest.
In this session, we will provide insight into one of the many ways data-driven recruiting is done at LinkedIn. We will also show how the process and modeling that the Talent Analytics and Operations team has been able to implement has allowed LinkedIn’s recruiting teams to project business demand, right-size themselves accordingly and ultimately save LinkedIn money.
Session highlights:
How we set up a framework to hold recruiting teams accountable to capacity plan.
How LinkedIn got Talent Acquisition, Human Resources, and FP&A to align.
How using data to estimate hires within 5% of actual volume, and staffing recruiting teams accordingly, allowed us to give back to the business.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Fundamentals of Recruitment Analytics OutlineDan Meyer
This document provides an outline for a training on fundamentals of recruitment analytics. It covers topics such as defining recruitment analytics, assessing an organization's current use of analytics, key recruitment metrics to track, finding the right data, applicant tracking systems, using big data and business intelligence in recruiting, and making data-driven decisions. The training agenda includes an overview of trends in the Philippine recruitment industry and a self-assessment of an organization's analytics culture. It emphasizes using data to understand factors like employee retention and satisfaction.
This document summarizes how a company has evolved its use of predictive analytics in talent management over time. It started with basic reporting using Excel and PowerPoint. It then shifted to data visualization and business intelligence dashboards. In 2016, the company developed its first predictive retention model using machine learning techniques to classify flight risk. Analysis from this model guided strategies to improve retention. The company is now exploring how to further leverage predictive analytics to understand high performers, internal networks, and pave the way for future talent management.
Using information from the 2015 ERE State of Talent Acquisition Survey to look at Talent Acquisition Metrics and tools to enhance the ability to use those metrics
This document discusses metrics for measuring recruiting performance and return on investment. It defines metrics as quantifiable measurements that can be compared to benchmarks and encourage behaviors focused on candidate quality and ROI. Traditional metrics like cost per hire and time to fill are criticized for not accounting for candidate quality. New metrics proposed include sourcing channels, recruiter efficiency, acceptance rates, candidate satisfaction, manager satisfaction, quality of hire, and efficiency ratio. These metrics better support business objectives by focusing on candidate quality rather than just cost and speed. Sample surveys and dashboards for tracking various metrics are also presented.
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire provides HR analytics, recruitment metrics, and reporting services through a product as a service model. Their solution transforms raw recruitment and HR data into extensive reports and analytics that help HR and recruitment managers gain strategic insights and deliver high performance. Their model saves time, cost, and enhances productivity by consistently providing timely reporting. It serves as a value solution for superior HR and recruitment performance by creating value and complementing business goals.
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The document discusses an AI-based talent matching proof of concept conducted by Intel to match employees and candidates to job openings. The project was able to successfully match 164 candidates to jobs in 3 weeks. Intel aims to leverage AI to improve the employee experience, drive cost efficiencies of millions annually, and gain new insights from talent big data. Future plans include integrating the solution with HR systems, expanding the skills taxonomy, and incorporating new data sources like conferences and social media. The conclusion is that with proper design, AI can help billions of people grow and develop their potential through HR applications.
DOES THE EXISTENCE OF SENIOR DIGITAL JOB TITLES INDICATE THE CHANCES FOR TRU...CSAONE
It’s not like a product or a dial-up service you can subscribe to. When we started the original research for The Wall Street Journal and Amazon bestseller, The Digital Helix, we saw leading organizations bearing the load internally. One potential measure for success in bearing that load may be your senior job titles. In a world with new metrics for digital performance and future readiness, the idea of the right combination of job titles could help you find the right future employer, investor, partner or even help you spot a vulnerable competitor.
The new research we’ve done with Forbes Insights dug into the concepts, ideas, processes, metrics and frameworks for success in order to learn what it takes to build and then sustain digital transformation success. Many executives either want to reward key owners of the process (leaders, pioneers and powerful advocates) with new digital job titles, or they want to package their corporations as digitally transforming under the banner of one or more of these titles. I went through the two of these issues when I was the Chief Web Officer for MicronPC. So, do senior digital titles (we tested six titles) really matter or is it just digital wrapping?
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
This document discusses forward-looking and predictive metrics that can be used for recruiting. It begins by defining key terms like historical, real-time, and predictive metrics. It then discusses reasons for using traditional metrics, such as increased business results when data-driven decision making is used. Examples of predictive recruiting metrics are also provided, such as predicting changing source effectiveness and upcoming talent availability. The document concludes by outlining elements that make a predictive metric actionable, such as listing revenue impact and recommended actions.
This document summarizes a project analyzing employee attrition at a microfinance organization. It finds that attrition rates were 22% in 2016-17 and 30% in 2017-18, significantly higher than the industry average of 17%. The project focuses on attrition of frontline employees (CSRs and OEXs) within 6 months. It is found that 60% of overall attrition is trainees, while 24% resign within 6 months. Recommendations include improving trainee sourcing by involving ADMs, changing the assessment process, reducing redundant documents, and implementing more cashless collection methods to optimize employees' work. Next steps proposed are pilot testing the recommendations in a new branch for 3 months.
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
The Role of Innovative Analytics in a Recruiting TurnaroundTaleo
Randy Larson presented on how DaVita improved their recruiting function through innovative analytics. They implemented a new applicant tracking system, built an analytics function, and held recruiters accountable through metrics. This reduced nurse vacancy rates by over 50% and time to fill positions to industry-leading levels. Key changes included tracking time to find candidates, recruiter scorecards, and openly sharing results to build credibility with operations. Analytics provided capacity and cost savings estimated at millions annually through reduced overtime and contractor costs. Future plans include enhanced reporting, predictive analytics, and greater automation and integration.
Randy Larson presented on how DaVita improved their recruiting function through innovative analytics. They implemented a new applicant tracking system, built an analytics function, and held recruiters accountable through metrics. This reduced nurse vacancy rates by over 50% and time to fill positions to industry-leading levels. Key changes included tracking time to find candidates, recruiter scorecards, and openly sharing results to build credibility with operations.
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONDr. John Sullivan
This document discusses using metrics and data to improve recruiting. It recommends focusing on referrals and boomerang re-hires, which can provide 2/3 of hires. Referrals are the top source for volume and quality of hires. Boomerang re-hires, or former employees who are rehired, can provide up to 16% of hires. The document outlines selecting strategic metrics in key areas like programs, processes, and budgets. It recommends benchmarking top firms like Google that use algorithms and data to inform people decisions. The presentation provides examples of strategic "OMG metrics" that identify issues, impacts, causes, and recommended actions to drive immediate improvement.
Back To Basics Recruiting New Recruiter Trainingmdubois2010
The document provides an overview of the training goals and content for new recruiters at ACS. The 3-session training covers: understanding ACS's mission, structure, and lines of business; the new hire onboarding process including paperwork, compliance, and benefits; and job file compliance, applicant tracking tools, and recruiter resources. It also includes the staffing goals, leadership team, and customer care recruiting priorities.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
The document discusses a study on employees' perceptions of training and development (T&D) programs in the cellular sector of Pakistan. It aimed to determine employees' views of current T&D practices and how it affects their performance and skills. Data was collected through questionnaires distributed to 102 employees from three major cellular companies. The results showed that most employees felt trainings were conveniently located and timed. They believed T&D improved their skills and performance and helped meet learning needs. However, some noted training locations were not ideal. Overall, the study found that T&D programs had a positive impact and employees were satisfied, but some aspects could be improved.
The document discusses employee engagement at an automotive company in India. It provides background on employee engagement and defines engaged, not engaged, and actively disengaged. It then summarizes the company profile, objectives of a study on employee engagement activities, research methodology used, and key findings. Findings show most employees are satisfied with engagement activities but few are given opportunities to provide suggestions. Suggestions include giving employees more decision authority, encouraging idea sharing, improving relationships through activities, and conducting regular surveys to understand changing needs.
This document discusses establishing a Talent Acquisition Center of Excellence to improve recruitment processes and outcomes. The key objectives of the Center are to increase recruiter productivity, reduce hiring cycle times and costs, improve candidate and customer satisfaction, and enhance hiring quality. Some strategies discussed are implementing robust recruitment processes and metrics, optimizing channels, training recruiters, conducting competency assessments, and implementing recruitment marketing programs to attract candidates. The goal is to professionalize recruitment operations and make talent acquisition a strategic business partner.
OnRecruit is a recruitment process outsourcing (RPO) service that manages all or part of a client's recruitment functions. It offers flat hourly or monthly pricing with no additional fees. OnRecruit's dedicated recruiters utilize technology and data tools to provide qualified candidates. Weekly reporting and metrics allow clients to track progress. Case studies show OnRecruit filling positions with ideal candidates at lower costs than traditional methods.
See two companies' unique approaches to overhauling their recruitment processes.
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HR analytics involves collecting workforce and organizational data to gain insights and improve effectiveness. This data can be used to identify weaknesses and boost efficiency, productivity, retention, training, and the bottom line. HR analytics answers questions about turnover rates, who may leave, who deserves promotions, employee value, and more. HR teams use analytics to understand their workforce, efficiently deploy resources, and plan for the future.
This document provides a summary of the Washington State Department of Personnel's (DOP) Government Management Accountability Program (GMAP) report for August 2005. The report outlines directives and initiatives around mid-management reductions, managers' accountability for strategic human resource management, and metrics for evaluating progress. It includes targets, sample reports, and a logic model for assessing managers' performance on workforce planning, development, deployment, and reinforcement.
Recruiting Metrics That Really Work For You | Talent Connect San Francisco 2014LinkedIn Talent Solutions
Understand potential recruiting metrics, create your own recruiting metrics toolbox, and learn how metrics and best practices can enhance your position as trusted advisors in the hiring process.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Template to use with hiring managers on the intake (kick off call) to discuss key success criteria and optimal structured interview approach. Defined exceptional evidenced by behaviors and core competencies
This document discusses establishing a standard set of recruiting metrics. It recommends contributing to an open source recruiting metrics list on Wikipedia and links to the original article on ERE Media that supports developing standardized recruiting metrics. The article aims to help recruitment professionals measure and improve their processes.
2015 State of Talent Acquisition - Empower EventRob McIntosh
This document discusses a disconnect between what technical assistance (TA) leaders think versus what recruiters think. It notes top 7 lists on various topics and questions on different subjects. The author continues to see a difference in perspectives between TA leaders and recruiters. The document is signed by H. James Harrington and includes a smiley face.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Resume and job search strategies v5 externalRob McIntosh
The document provides strategies for job searching, resume writing, and interviewing. It recommends tailoring resumes to specific job postings, using keywords from the job description. It also suggests researching companies online, being prepared to discuss strengths and qualifications, and following up job applications with phone calls to the hiring manager. The document gives tips for online searching, networking, and getting noticed on social media to improve job prospects.
Metrics and analytics how to tell the recruiting storyRob McIntosh
This document discusses how to use data, metrics, and analytics to tell effective recruiting stories in 3 sentences or less:
1) It identifies the three guiding principles for recruiting storytelling as helping make the case for change, setting expectations on issues and possibilities, and providing tangible actionable direction.
2) It notes that business executives primarily care about metrics related to quality, speed, and cost of recruiting, and provides examples of different analytical recruiting stories that can be told using those metrics.
3) Examples include comparing cost per hire, time to hire, new hire performance, and offer acceptance rates over time and between different job families to identify opportunities for improvement.
The document proposes a new framework for managing time-to-hire metrics and requisition processes at Avanade. The current system does not provide useful insights and does not support Avanade's business needs. The new framework includes:
1) Two types of requisitions - posting/sourcing requisitions to attract talent and demand requisitions tied to business needs.
2) Three new time-to-hire metrics: time to source candidates, time from interview to hire, and time to fill against target start date.
3) Updated processes and metrics to better track candidates, support global recruiting, and meet business demands.
Building a proactive sourcing function to fill Critical PositionsRob McIntosh
The document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining a clear recruitment charter by collaborating with leadership and recruiters. It also covers creating comprehensive passive and active candidate sourcing strategies, measuring the value of sourcing, and brainstorming solutions.
ATC Building A Proactive Sourcing Function To Fill Critical PositionsRob McIntosh
This document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining the recruitment charter and synergies between recruiting and sourcing teams. It also covers creating comprehensive passive and active candidate sourcing channel strategies, and measuring the value of sourcing and recruitment functions.
Open Source Contributions to Postgres: The Basics POSETTE 2024ElizabethGarrettChri
Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.
Build applications with generative AI on Google CloudMárton Kodok
We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.
Enhanced data collection methods can help uncover the true extent of child abuse and neglect. This includes Integrated Data Systems from various sources (e.g., schools, healthcare providers, social services) to identify patterns and potential cases of abuse and neglect.
4. 2015 State of Talent Acquisition Survey
(2,400+ TA leaders/Recruiters)
Question:
What Metrics Doesn’t get Tracked or
Measured in Your Organization?
5. Question: What Metrics Doesn’t get Tracked or
Measured in Your Organization?
Diversity Hires = 31%
6. Question: What Metrics Doesn’t get Tracked or
Measured in Your Organization?
Cost Per Hire = 32%
Diversity Hires = 31%
7. Question: What Metrics Doesn’t get Tracked or
Measured in Your Organization?
Cost Per Hire = 32%
Diversity Hires = 31%
Candidate Satisfaction= 44%
8. Question: What Metrics Doesn’t get Tracked or
Measured in Your Organization?
Cost Per Hire = 32%
Diversity Hires = 31%
Candidate Satisfaction= 44%
Quality of Hire = 46%
14. Speed Quality Productivity Cost
Time to Accept (TTA) First Year Quality
(FYQ)
Productivity Per
Recruiter (PPR)
Recruiting Resources
Cost to Acquire (CTA)
Time to Start (TTS) Offer Acceptance
Rate (OA)
Hires Per Recruiter
(HPR)
Recruiting vs Business
Consideration (RvB)
Submittals to
Business Acceptance
Percentage (SBA)
Source of Hire (SoH)
Source of Application
(SoA)
Italics = 2016+
Metrics
Submittals to Hire
Ratio (SHR)
Candidate Interviewed
Declined Reasons
(CIDR)
Time in Workflow
Stage (TWS)
Hiring manager &
Candidate satisfaction
Req Cancellation Rate
(RCR)
15. We need to be
better story
tellers of the data
16. “In Tell to Win, Peter Guber masterfully
demonstrates that telling purposeful stories is the
best way to persuade, motivate, and convince who
you want to do what you need”.
PRESIDENT BILL CLINTON
17.
18. 1. Problem we/you are trying to solve
2. Benefit we will get from solving this problem
3. How you are progressing against the plan to solve
it (on track/off track)
4. The issues causing you to be off track
5. What are you doing about resolving the issues that
get you back on track, and by when
5 Simple Story Telling Rules
21. Predictive analytics
is the practice of
extracting
information from
existing data sets in
order to determine
patterns and predict
future outcomes and
trends
34. A Staffing.org CEO Survey rated new hire quality as
the #1 most important performance metric
out of 20 possible metrics. It was rated 9.6/10
35. Question: What Metrics Doesn’t get Tracked or
Measured in Your Organization?
Quality of Hire = 46%
2015 State of Talent Acquisition Survey
36. Employee’s get headhunted away….
Poor onboarding experience….
Poor employee performance….
Employee’s get reassigned….
Bad career manager….
Not a cultural fit…
Boring work….
Etc..
37. Hiring Manager & Peer Surveys
New Hire Performance New Hire Promotions
New Hire Attrition
Submittal Acceptance %
from the Business
Employee Pulse Surveys
(New Hires)
Measurements
39. Quality of Hire (QoH) = (APR + AE + HMS + ER) / N
APR = Avg. Performance Rating for new employees in first 12 months
AE = Employee Performance as a % of Achieves Expectations of
performance in first year.
HMS = Annual Hiring Manager Survey Q:“Overall quality of New Hires”
ER = % of Employee Retention first 12 months of employment.
N = Number of indicators used.
APR= 68% + AE= 94% + HMS= 80% + ER= 90% / N = 4
QoH = 83%
44. Number of candidates submitted to the business that
they accept as a %
(Recruiter Accountability)
+
% of candidates employed (Retention) in their first
12 months of employment
(Business Accountability)
divided by these two data points.
1
2
49. What have we learned so far about
TA Metrics and Advanced
Analytics?
‘Hundreds of conversations ranging from
Fortune 100 to 2,000 people organizations
across multiple industries’.
51. - Still multiple versions of the Truth
- Companies all over the map with how they use
ATS’s (or Don’t)
- Some ATS’s are
just plain useless in
their functionality