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Measuring Your Recruiting Organization Using a Single Metric

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Presentation from the ERE Expo Fall 2009, presented by Richard Newsom.

Published in: Business, Self Improvement
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Measuring Your Recruiting Organization Using a Single Metric

  1. 1. Our Recruiting Stock Price Measuring Our Recruiting Organization Using a Single Metric
  2. 2. 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
  3. 3. Fifth Third Bank Recruiting Overview   Size and footprint of the Bank   Size and make-up of the Recruiting Organization   Anticipated Hiring Needs for 2009
  4. 4. 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.
  5. 5. 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.
  6. 6. 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
  7. 7. 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.
  8. 8. Fifth Third Bank Recruiting “Stock Price”   Recruiting Performance trending up   Exceeded customer needs for 13 consecutive months
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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)
  15. 15. Questions
  16. 16. Appendix
  17. 17. Measurement (Segmentation) Overall Bancorp Performance Individual Region Performance All measures are weighted in relation to each other
  18. 18. Measurement (Segmentation) Within each Region, Individual metrics are group in terms of Quality, Cost, or Delivery Drill-down capabilities exist within each Region.
  19. 19. 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.”
  20. 20. 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.

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