SlideShare a Scribd company logo
USING BIG AND LITTLE
DATA TO RECRUIT THE
RIGHT CANDIDATE FOR
EVERY POSITION
IQPC Workshop - September 16, 2013
© Dr John Sullivan
1www.drjohnsullivan.com or Johns@sfsu.edu
2
Dr Sullivan’s background
• Fast Company Magazine called me… the
“Michael Jordan of Recruiting”
• Staffing.org once called me… “The father
of HR Metrics”
• A VP of HR recently called me… “The
Darth Vader of HR”
Take your pick!
3
Topics for today
1. A shortcut to sourcing and hiring quality prospects
2. A quick introduction to the current state of metrics
3. Some basic definitions and goals
4. Selecting the right metrics
5. Benchmark firms
6. My recommended recruiting function metrics
7. The best data-driven processes for improving
recruiting
8. The future direction of recruiting
9. If time permits… some data-driven retention tips
Please feel free to interrupt
at any time with questions or
comments
4
“Using data to find the right
candidate for every position”
means… focusing on referrals
and boomerangs
5
Shortcut –
Let’s cut to the chase…
6
What source is #1 in volume and new hire quality
Source effectiveness /quality of hire
1. Employee referrals
2. Large job boards
3. Niche job boards
4. Temp to perm
5. Recruiters
6. Trade media
7. Staffing services
8. College recruiting
9. Career fairs
10. Co-op education
11. Mass media
12. Military
Source: staffing.org 2011
Source popularity Volume
1. Referrals 28.0%
2. Job boards 20.1%
3. Career site 9.8%
4. Recruiter initiated 9.1%
5. College 6.6%
6. Rehires 4.3%
7. Social media 3.5%
8. 3rd party 2.8%
9. Print 2.2%
10. Temp to hire 2.1%
11. Career fairs 1.9%
12. Walk-ins 0.8%
Source: CareerXroads 2012
7
Use referrals to get 50% of your hires
 The best firms are now reaching 50% of all hires
 Referral applicants are high quality - they found
referrals were 39% of applicants but 61% of all
hires (Jobvite)
 Top performers make the best referrals
 Refer “for the team”… not the $
 Make sure the employee has seen their work
 Make sure their work and skills are superior
 ID “who beats you” and “who you learn from”
8
Lesser known “quality of hire” sources
Other “quality of hire sources
1. Top performer referrals
2. Boomerang re-hires
3. Professional event recruiting
4. Award winners
5. Contest winners
6. Grad assistants
7. Successful interns
Source: DJS
9
Use boomerang re-hires to get 16% of your hires
 At DaVita boomerangs are 16% of all hires and at
Yahoo they are up to 14%
 Boomerangs are a known quantity
 Begin the relationship during off-boarding”
 Use an alumni group to continue the relationship
Boomerang re-hires
“You’re always welcome here” e-card + alumni group
With referrals and boomerangs
making up 2/3 of your hires…
Now let’s see how data can help
you find the remaining 1/3
11
Why today a good time to finally
conquer analytics and big data
12
Part 1
13
What % of CEO’s are confident in HR metrics?
Only 12% of CEO’s are confident on the quality
of Human Capital metrics
13
AICPA survey 2012
14
What is HR best at? Worst at? (KPMG)
BTW - How do you know for sure that your
function is having a major business impact!
If your function is directly impacting the business…
it will be written up in the annual report
How often does your recruiting function appear? 15
16
Why today is an ideal time to act on analytics
 Opinions and past experience don’t change
behavior, metrics are required if you expect to be
“listened to” while sitting in your “seat at the table”
 We live in a VUCA world that is difficult to
understand without metrics
 “Big data” and data / evidence based decision
making are all the rage with executives
 Firms like Google have already demonstrated
what can be done in HR
 Other industries (Moneyball) and functions
have already developed an analytics model that
HR can follow
 New technologies and research are available >
17
This recent HBR report quantified the importance of
HR metrics
Connecting Workforce Analytics
to Better Business Results
2013
The study can be accessed at:
www.sumtotal.com
http://talent.sumtotalsystems.com/WebRes-Connecting-Workforce-Analytics-HBRReport_0813.html?source=SEARCH_WP_TM_HBRReport_0813&pi=TM%20-%20Complete%20TM
17
18
HBR data supports the connection between using
analytics and workforce effectiveness
Among firms that report a moderate or a high degree
of success in creating a productive workforce
95% are advanced analytics users
80% are moderate analytics users
Only 5% of advanced analytic users report that
they are ineffective in leveraging their workforce
Source: Connecting Workforce Analytics to Better Business Results by HBR 2013
Introduction
Let’s make sure we are all on
the same page… with some
definitions and goals
19
Part 2
20
A few quick definitions…
so that we are all on the same page
20
21
Some quick simplified definitions
1.Metrics – the process of measuring and reporting a
result or output
2.Historical metrics – measures that focus on
reporting things that have already occurred
3.Workforce Analytics – a set of integrated
capabilities (technologies, metrics, data and pro-cesses)
to measure, analyze, identify trends and to improve
workforce performance
4.Real-time metrics – reporting or monitoring
metrics that cover what is happening now in order
to improve current decisions
5.Predictive metrics – using past and current data to
forecast and model upcoming problems/opportunities
22
Some quick simplified definitions
6. A scorecard – results listed on a 1 sheet (Balanced)
7. A dashboard – an array of metrics, that in a single
view, covers all of the key functional measures
8. “Why” metrics – a process for identifying why
things happen in Talent Management
9. Showing revenue impact – converting standard
HR metrics to their dollar impact on revenue
10. An algorithm – a formula /equation that
accurately directs talent actions (who to hire?)
11. Index – a combination of metrics converted to a
single number for ease of comparison (i.e. Dow Jones)
23
Some quick simplified definitions
12.Business Intelligence (BI) – information for
improving business decisions
13.Big data in recruiting – huge, changing and
complex data sets that… can’t be easily
analyzed using traditional software (Recruiting
Big Data – Sales leads/ credit, LinkedIn,
Facebook, Professional association or website
membership lists, DOL labor supply reports etc.)
What are the 6 primary goals or purposes of
metrics?
24
25
Reports or opinions do not change behavior
1. They drive action – metrics influence managers
and employees so that they change their behavior
An example - how Google uses data to influence
 “All people decisions at Google are based on data
and analytics”
 “Even when people don’t want to believe that
they’re underperforming, it’s hard to dispute years'
worth of numbers”
 “For most people, just knowing that information
causes them to change their conduct” >
26
What are the 6 primary goals for metrics?
2. Improved decisions – metrics improve the
accuracy and the $ impact of the talent decisions
made by managers / HR in “fact driven HR”
3. They tell you “what is working” – metrics tell
you what is working, what is not working and
why for continuous improvement purposes
4. Increased funding and executive support –
metrics cause executives to better fund HR
because metrics reveal the business impact it has
27
The 6 primary goals of metrics
5. They prepare you for the future – metrics reveal
trends and they can alert you on upcoming
problems / opportunities so that you can act in
time
6. They help you better allocate resources –
metrics tell leaders which programs produce the
highest value, so that they can shift resources
towards the areas with the highest ROI
An effective HR function identifies and focuses its
resources on activities that increase profit (BCG)
28Source: BCG/WFPMA - From Capability to Profitability: Realizing the Value of People Management, 2012
Which TM functions have the highest impact on profit?
Mid and lower impact HR functions
29
How to select high impact
metrics
30
Part 3
How many metrics do you need?
31
32
You need metrics in each of these 4 areas
1.One for every major program goal – Ex. new
hire on-the-job performance and retention rate
2.One for every major improvement area – Ex.
increase the diversity rate, cut offer rejects etc.
3.One for every major executive budgeting
decision criteria – ID and gather information to
meet each of the executive funding criteria
4.Data for assessing process ROI - use data to
calculate the ROI and then shift resources to the
recruiting processes with the highest ROI
What does a great strategic metric looked like?
33
34
There are 6 categories that should be covered in the
metrics for assessing an entire HR program
1.Quantity (Volume) Number hired
2.Quality (Error rate) Performance on the job
3.Time (On time or the time to complete) Time to fill
4.Money (Cost or revenue generated) Cost per hire ($9k)
5.Satisfaction (Of the users) Hiring mgr. satisfaction
6.Comparison number Aver. CPH is $4k
QQTMSC Recruiting example
35
What does a strategic action metric looked like?
There are 2 basic categories of action metrics
“So what metrics” – when you see them you think
either “so what” or “that’s interesting” but you take
no action (The average new hire had a GPA of 2.8)
“OMG” metrics – the topic causes you to read
them and seeing significant variations up or down
causes you to take immediate action (i.e. because
of it’s $ impact on corporate revenue) An example >
36
A simple OMG recruiting metric
 This year there were 210 position vacancy days
in loan officer positions at this Midwestern bank
 Last year they had only 110 vacancy days, before
the CFO cut the recruiting staff by 20% (The root cause)
 $5000 is the lost revenue for each day that a loan
officer position is vacant
 Rev impact – $500,000 loss per year if we take no
action ($5,000 loss per day X 100 additional excess vacancy day)
 The savings from the 20% recruiter cut was only
$200,000 (a minimum $300,000 net loss)
OMG!
One final strategic action metric example
for advanced users
37
38
The very best strategic OMG action metrics
include these 10 elements?
1. It shows its impact on corporate goals (revenue)
2. It quantifies that goal impact in dollars
3. It is reported where it will be seen by executives
4. It shows the “near future” trend line
5. It includes several comparison numbers (last
year’s, the average and the best in the firm, the
average and the best in the industry)
6. It includes “real-time” current data
7. It identifies the root cause of the problem
8. Highlights the effective actions & their success rate
9. It includes the cost of doing nothing or delaying
10.It drives immediate action
39
An example of an OMG metric display
HR metric – Time to fill (TTF)
This months' TTF = 90 days
Projected TTF = 112 days (Up 22%)
Last year’s TTF = 78 days TTF Trend (Up 22%)
Best in the industry = 29 days (We are 61 days behind)
Cause – Mgr.'s workload is slowing interview scheduling
Action required – Cut interview delays with after
hour video interviews – minimal cost and a 87% success rate
Accountable individual – Pam Tyne, staffing manager
Rev. impact of no action
- $4.1 million Corp goal: Time to Market
40
Provide “drop-down” menus for detailed information
Provide instant access to “in depth” information
Time to fill (up 22 %)
• Consequences of slow TTF
•Reasons for slow TTF
•TTF data for your unit
•Definition of TTF
•Formula for time to fill
• Which jobs take the longest
• More recommended actions
Drop-down menu
Run your cursor over the metric
and you see this drop-down menu
41
How do I decide
which metrics to use?
42
Let the CFO be your champion
Don’t select your HR metrics in isolation…
instead… let the “king of metrics” guide you
1.Work with the CFOs / COO office to determine
what they consider to be strategic metrics
2.Let the CFO / COO select the final ones (3x5
cards)
3.Also consider letting the CFO present/ report
your metrics
An illustration >
42
The smartest thing I ever did in HR…
“I hired the assistant comptroller to do my HR
metrics”
I had zero funding arguments after that because:
1. They were credible because the CFO and others
trusted who did them
2. The metrics used the language and the format
that the senior leadership could understand
3. They included no “soft” metrics or language
43
44
Who are the benchmark firms to learn from?
45
Who are the benchmark firms to learn from?
Benchmark firms for recruiting metrics
1. Google
2. DaVita
3. Sodexho
4. Deloitte
5. CACI
6. Marriott
7. Tata
A Google example >
46
Example
The “data driven” approach at Google
 Algorithm (Google oxygen) to define leader
behaviors, to identify leaders and to fix bad ones
 Algorithm for predicting who will leave /retention
 Algorithm for predicting hiring success and what
doesn’t work
 Algorithm for increasing interaction, collaboration
and innovation (length of the cafe line)
Algorithm to increase hiring, promotion and
retention of women
47
The best benchmark comparison data sources
Staffing.org - this group narrowly focuses on recruiting
http://www.staffing.org/productsandservices.asp
PWC - Saratoga - this arm of the consulting firm have been
doing benchmark metrics (including recruiting) for years
http://www.cfodirect.pwc.com/CFODirectWeb/Controller.jpf;jsessionid=L0GbF5LXMM72QtvnF7W72n2nD21WnGzx8T
NxbGGjByJh9Xz05Dxd!-552653960?ContentCode=MSRA-7XXJQD&ContentType=Content
The Recruiting Roundtable -- this members only group
includes some of the largest corporations, it specializes in
sharing recruiting best practices
https://rr.executiveboard.com/Public/PDF/Driving_Business_Decisision_with_Metrics.pdf
BNA - this publishing firm has been doing a broad HR
benchmarking survey for years
http://www.bna.com/special/hrpromo/?gclid=CJPHiYeo658CFSEbawod8iHUcQ
48
Other good comparison data sources in recruiting
CareerXroads - they rank both sourcing channel usage and
the leading corporate websites www.careerxroads.com
Best Practices, LLC - focused on the pharmaceutical,
biotech, medical device and health care industries http://www3.best-
in-class.com/bestp/domrep.nsf/pages/96DEB3761738BDE485257026006CD495!OpenDocument
NACE - this association focuses on college recruiting
http://www.naceweb.org/Research/Recruiters/2009_Recruiting_Benchmarks_Survey.aspx
The Hackett Group - this consulting group does a lot of
work with government agencies
http://www.thehackettgroup.com.au/solutions/benchmarking.jsp
APQC - this benchmarking group periodically does some
private benchmarking studies with top companies www.apqc.org
CLC - this membership group does periodic "gold books"
covering HR best practices and benchmark firms
http://recruiting.hr.toolbox.com/research/
My 14 recommended strategic
metrics for recruiting
49
Part 4
A list of metrics to choose from
Strategic recruiting goals and their metrics
Note: Strategic metrics cover the functional actions
and programs that have a measurable impact on
corporate goals
50
51
9 revenue impact recruiting measures
1. The total dollar impact of great recruiting on
the business this year – this number is the sum of
the $ results from the following 8 rev. metrics
2. Performance of the hire – the % of improvement
over average on the job performance ratings (or
performance appraisal) after 6/12 mths. (Value - % of
improvement multiplied by the average revenue per employee)
C-Level executives rated new hire quality as the
#1 most important HR performance metric, out
of 20 metrics Source: Staffing.org - Impress the CEO survey
This metric also reveals the best source and assessment approach
52
Revenue impact recruiting measures
3.New hire failure rate – % of new hires in key jobs
had to be terminated or asked to leave (Cost – the #
of bad hires multiplied by times the cost of a bad hire – 1X
salary)
4.Voluntary turnover of new hires - the % of new
hires that voluntarily quit within their 1st year (Cost
- the # of voluntary turns multiplied by the replacement
costs and the lost revenue until they are replaced)
5.The number of “vacancy days” – after a position
is vacated, the number of vacant days in key and
revenue-generating positions (Cost – the average revenue
generated each day multiplied by the number of vacant days)
53
Revenue impact recruiting measures
6. Number of not-filled positions – the number of
key positions that were not filled by recruiting
(Cost – the number of not filled days multiplied by the
average revenue per employee per day)
7. The number of positions not filled by “need
date” – the number of days after the “need by
date” that key positions were filled (Cost – the
number of vacant days after the need date multiplied by
the average revenue per employee per day)
54
Revenue impact recruiting measures
8. New hire “time to productivity” TTP – because
quality hires are productive almost immediately,
the average time it takes for new hires to meet
the minimum output standard (Value – the
average reduction in days that it takes to reach
minimum productivity multiplied by the revenue
per employee per day)
55
Revenue impact recruiting measures
9. Project delays and missed strategic
opportunities as a result of weak recruiting -
because on time project completion has a direct
impact on revenue, the loss must be estimated
(Cost: this “project delay metric” is calculated by
surveying project managers on a quarterly basis
to identify if any projects have been negatively
impacted by weak recruiting and the cost of those
delays)
 The cost of missed opportunities should also be
included
56
5 quality of hire recruiting measures
10.High level diversity hires – because diversity
reduces errors and increases innovation, the % of
diverse hires in exempt an executive level
positions
Plus these:
 On-the-job performance of new hires
 Voluntary turnover rate
 New hire failure rate
 Time to productivity
57
2 competitive advantage recruiting metrics
11. Give away/ take away ratio - the # of employees
in key jobs that we “poach” from a competitor
firm… compared to the number that they “poach”
from us
12. Employment brand strength – a strong external
employer brand results in a larger number of
applicants, so track the number of applications
received each year (Google 2 mil, Yahoo
600k), track the % of improvement or compare it
to last year’s total or to the number that top
competitors receive
58
2 additional strategic recruiting metrics
13.Percentage of innovators and game changers
hired - if your goal is to hire more innovators and
purple squirrels, survey hiring managers 6 months
after a hire and ask them whether the work of this
individual qualifies them as an innovator
14.Manager & new hire satisfaction survey – the
% of key managers, new hires in key jobs and
applicants that are satisfied with the hiring
process
59
Tactical metrics that should be calculated but…
not reported to executives
Note: Tactical metrics are for internal functional use
for continuous improvement and resource allocation
59
60
High impact tactical recruiting metrics
1. % of new hires from quality sources – because
using quality sources results in better quality
hires… track the % of applicants for key jobs
that came from top sources (usually employee
referrals and boomerang rehires)
2. The quality of those not-hired – because a great
hiring process doesn’t “miss” hiring top
applicants, measure the % of superstar applicants
that were not hired, and the # of “exceeds
qualifications” that were “not hired” from
target firms
61
Lower impact tactical metrics
These other tactical recruiting metrics are good
for identifying efficiency and effectiveness
problems
1. Offer acceptance rates
2. Interview to hire rates
3. Quality of applicants
4. Recruiter req. loads
5. Time to fill (vs. filled by need date)
6. Cost per hire
62
For advanced users…
Let’s look at some predictive recruiting metrics
62
63
Predictive recruiting metrics
Predictive metrics to consider
Upcoming internal hiring needs – what new skills
will be needed and in which jobs and regions
Labor market competition - will there be a
surplus or shortage of labor in key jobs and regions,
which will change the difficulty of hiring top talent
(the unemployment rate)
Competitor hiring – which talent competitor firms
will be hiring, and in what positions, which firms
are likely to be losing top talent for us to recruit?
>
64
Predictive recruiting metrics
Predictive metrics to consider
Changing candidate expectations – what will be
the changing expectations of our target candidates
Our future employer brand image – will it be
getting better or worse relative to our competitors
Individual talent availability – what exceptional
individuals will likely become available as a “talent
opportunity”
Acqui-hiring possibilities – which “high talent”
small firms will be available for purchase or
merger
Data-driven processes for
recruiting top candidates
65
Part 5
66
What is the best data-driven process for finding
and selling top candidates?
66
68
Conduct market research on how they look
Step #1 – Understand their job search process
 You must accurately understand how top
candidates look for a job today!
 Identify the most common approaches… by
interviewing new hires during onboarding and
asking them to outline how they went about
their job search
 Realized that active job seekers use a different
search approach than “not-looking” prospects
 Obviously your recruiting approach must
“match” their job search process
69
Conduct market research… on what they want
Step #2 - You must precisely know what
candidates care about in a firm… and a job
 You can’t assume that you know, instead you
must use market research surveys (among your
own employees and applicants) to compile a list
of the factors that top candidates demand in a
firm (i.e. a great product)
 Also identify what they look for in a great job
(i.e. a great manager)
 Put information covering these firm and job
factors in your branding messages and in your
job postings
70
Conduct market research on where they read
Step #3 – Where would they read about your firm
 Before prospects can become interested in a
job, they have to read / hear information that
attracts them to the firm
 So, unless your firm is extremely well-known, you
must 1st understand where potential prospects
would see, read and hear information about
your firm (including general recruiting and employer
branding messages as well as product information)
 Use surveys of new hires or hold focus groups at
professional meetings to identify those places
where prospects would read company information
71
Conduct market research on where
they would see a job posting
Step #4 – Where they would see a job posting
 Survey applicants, new hires and current
employees to identify the specific places where
active candidates would most likely see one of
your job posting (Niche job boards, Monster etc.)
Step #5 - How could they hear about an opening?
 Because most “not-looking” prospects don’t
frequently visit job posting sites, you may learn
that prospects find out about job openings through
their social network or employee contact as a
result of your employee referral program
72
Once individuals are called in for an interview…
Step #6 – You must identify interviewee’s “job
acceptance criteria”
 You can’t successfully “sell” a candidate during
the interview process unless you know their
personal criteria for accepting a job
 You should also identify “dealbreaker” issues
 Either ask them to fill out a simple sheet or ask
them directly during their 1st interview
 You want to make sure that they realize that your
firm and job meets most of their criteria by
providing them with relevant information
throughout the interview and offer process
73
Step #7 - Survey new hires to find the best sources
Identify the high impact sources during onboarding
1. Tell us the primary source that made you aware
of our firm. Was there a secondary source?
2. Tell us the primary source that made you aware
that we had this job open. Was there a secondary
source?
3. What was the final trigger that convinced you to
formally apply?
74
Step #8 - Survey new hires to find out what worked
Identify “what worked” during onboarding
1. List the key selling points you heard during the
interview process that convinced you to say yes?
2. List the factors that made you less sure about
saying yes?
3. What parts of the recruiting process worked best
for you and why? What were the worst parts and
why?
4. If you could change one thing about the
recruiting process, what would it be?
5. Tell us why you quit your last 2 jobs (For
retention use)
75
Data can reveal the failure points in your
entire recruiting funnel
75
76
Look at the number and quality of candidates that
make it through each hiring step
Branding provides sufficient
name recognition
Sourcing attracts the right
number of applications
The recruiter resume
screen leaves quality
prospects
Managers approve
the candidate slates
Finalists are
selected
% of offers
accepted
Goal 45% know firm
Actual 47% know
Goal 1,000 apps a wk.
Actual 1,200
Goal 38% pass
Actual 40.4% quality apps.
Goal 75% approval &
33% are diverse
Actual 23% / 3% women
Goal finalists are selected
90% of the time & 30% are
diverse
Actual 30% / 1% diverse
Goal 85% accepted / 30% women
Actual 85% / 1% women
The future direction of
recruiting metrics
77
Part 6
78
Highlighting the future direction of HR metrics
Metric leaders must move in this direction
1. HR must adopt a data based decision model
which follows the approach already taken by
every other major business function… as well
as sports (Moneyball) and the film industry
2. Link people management actions to business
results and quantify their revenue impacts
3. Calculate the ROI for HR programs
4. Calculate the cost of delay and doing nothing
5. Provide fewer but more impactful metrics
79
Highlighting the future direction of HR metrics
HR must move in this direction
6. Shift away from “ last year” metrics
7. Shift to real-time data for managers so that they
can make better people management decisions
8. Move towards predictive analytics for alerts, if-
then scenarios and modeling
9. Provide a range of workable solutions to the
problems that metrics identify
10.Tie your metrics to rewards
11.HR must learn to hire those with analytics skills
80
HR must move in this direction
12. Provide internal & external comparison numbers
13. Do “why” research to identify the causes of
problems
14. HR must embed its metrics in standard financial
reports to increase their visibility
15. Calculate the performance differential between
top and average performers in the same job, to
justify focusing on top performers (5% - 26%)
16. Small business must adopt them because of lean
budgets and small size magnifies the impact…
And government needs them because of
increased scrutiny
•
81
End of recruiting metrics
Any additional questions?
A data-driven approach to retention
82
Part 6
83
Retention is the #1 problem over the next 10 years
A SHRM/economist survey showed that execs care
about retention
84
A data-driven approach to retention
7 key retention principles to remember
1. Most retention processes are not data-driven
2. Companywide retention actions that equally
impact all employees have a low success rate / ROI
3. Prioritize jobs and key employees because you
can’t (and don’t want to) keep everyone
4. It takes a “career impact event” to trigger leaving
5. Everyone has a unique set of reasons for leaving, so
you need a personalized retention plan
6. The #1 reason for leaving is generally under their
manager’s control
85
Retention must be a data-driven approach
Identify “why” employees have left
1.Identify general causes of turnover – develop a
process for identifying the general causes of
turnover in the past (summarizing all exit
interviews)
2.Identify the turnover causes for key individuals
that left – develop a process for accurately
identifying the specific causes why a targeted
individual actually left (use post-exit interview
with the ex-employee or “buy” offer letters)
86
Data-driven retention
Identify “why” individual current employees
might leave
 “Why do you stay?” interviews, also ask “What
factors would cause you to begin consider
leaving?”
 Why did you quit your last 2 jobs? (Ask during
onboarding)
87
Data-driven retention
Identifying “who” is at risk of leaving?
Develop a process for identifying “who” (which
individual employees) are most likely to leave
The process might include external approaches:
A search of the web for resumes
Blind recruiter calls… to see who responds
A dry search by a headhunter to see who is desirable
Run blind ads to identify who is applying
Suddenly speaking at conferences
They extensively update their LinkedIn profile
88
Google identify these precursor factors
Google uses an algorithm to spot internal patterns
 Employee reviews
 Promotion history
 Pay history
 Employee surveys
 Peer reviews (360 degree)
 Employee training
 Leadership meetings
They look for employees who “feel underused”
The retention actions of firms usually don’t match
the reasons why employees leave
Why employees leave
1.Better comp/benefits $
2.Coaching programs
3.Mentoring programs
4.Tuition reimbursement $
5.Stock options $
6.Profit-sharing $
7.Flexible hrs./schedule
8.Retention bonuses $
Only 2 of 6 causes are met
Most common offerings
89
1.Career advancement
2.Pay/benefits $
3.Lack of job fit
4.Management/environ
5.Flexible scheduling
6.Job security
1 of 6 is $
Sources: Gallup 2006 Sources: OI Partners 2012
Top performers stay for different reasons
An average worker wants these
things… (Homer Simpson)
1. Doing the best work of your life
2. Proud of their impact
3. Great managers
4. Opp. to innovate/ take risks
5. Learn rapidly / be challenged
6. Choice of projects
7. Make decisions
8. Implement ideas
9. Input into schedule/ location
10.Work with top co-workers
Top performers want “well
managed” factors… (LeBron/ Messi)
90
1. Guaranteed pay
2. Exceptional benefits
3. Security
4. Time off with pay
5. No surprises/ predictable
6. Seniority matters
7. Equal treatment
8. Minimize risk and stress
9. Work/ Life balance
91
Retention metrics
High business impact retention metrics
1. The cost of turnover
2. The forecasted turnover rate for next year
3. The % of employees that are “at risk” of leaving
4. Performance turnover (Top performers count more)
5. Regrettable turnover
6. High revenue impact turnover
7. Key position turnover
8. Key individual turnover
92
Retention metrics
High business impact measures to consider
9. Where the turnover goes
10.Hard to replace turnover
11.Preventable turnover
12.Involuntary turnover
13.Innovator, a game changer and pioneer turnover
Present this list to senior executives and ask which
ones they consider the most important to report
JohnS@sfsu.edu 93
Did I make you think?

More Related Content

What's hot

Metrics that your ceo cares about
Metrics that your ceo cares aboutMetrics that your ceo cares about
Metrics that your ceo cares about
Dr. John Sullivan
 
09 4 15 data driven hr impacts of talent management bus case slideshare
  09 4 15 data driven hr impacts of talent management bus case    slideshare  09 4 15 data driven hr impacts of talent management bus case    slideshare
09 4 15 data driven hr impacts of talent management bus case slideshare
Dr. John Sullivan
 
Tips to help transform your hr stories biocom hr executive breakfast sept...
Tips to help transform your hr stories  biocom  hr executive breakfast   sept...Tips to help transform your hr stories  biocom  hr executive breakfast   sept...
Tips to help transform your hr stories biocom hr executive breakfast sept...
Dr. John Sullivan
 
Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit
Dr. John Sullivan
 
Recruiting Purple Squirrels
Recruiting Purple Squirrels Recruiting Purple Squirrels
Recruiting Purple Squirrels
Dr. John Sullivan
 
Leading Edge Talent Management
Leading Edge Talent Management Leading Edge Talent Management
Leading Edge Talent Management
Dr. John Sullivan
 
10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides
Dr. John Sullivan
 
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
Dr. John Sullivan
 
A Robot Or An Employee?
A Robot Or An Employee?A Robot Or An Employee?
A Robot Or An Employee?
Dr. John Sullivan
 
Ere webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategiesEre webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategies
Dr. John Sullivan
 
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
Dr. John Sullivan
 
The Future Of HR
The Future Of HR  The Future Of HR
The Future Of HR
Dr. John Sullivan
 
Top HR Processes Ripe for a Social Enterprise
Top HR Processes Ripe for a Social EnterpriseTop HR Processes Ripe for a Social Enterprise
Top HR Processes Ripe for a Social Enterprise
KangoGift
 
Talent Management in Year 2020: Deloitte Study
Talent Management in Year 2020: Deloitte StudyTalent Management in Year 2020: Deloitte Study
Talent Management in Year 2020: Deloitte Study
Saba Software
 
Dispatches From The New Economy: The On-Demand Economy And The Future Of Work
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkDispatches From The New Economy: The On-Demand Economy And The Future Of Work
Dispatches From The New Economy: The On-Demand Economy And The Future Of Work
Intuit Inc.
 
HR Analytics lessons and mistakes
HR Analytics lessons and mistakesHR Analytics lessons and mistakes
HR Analytics lessons and mistakes
Andre Degreef. (FAHRI)
 
The Tru Files - Hire Work Not Workers
The Tru Files - Hire Work Not WorkersThe Tru Files - Hire Work Not Workers
The Tru Files - Hire Work Not Workers
Kelly Services
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016
Happy Team Check
 
HR Tech and the Employee Experience
HR Tech and the Employee ExperienceHR Tech and the Employee Experience
HR Tech and the Employee Experience
Tom Haak
 
PWC Report on the Future of Work:
PWC Report on the Future of Work: PWC Report on the Future of Work:
PWC Report on the Future of Work:
Scott K. Wilder
 

What's hot (20)

Metrics that your ceo cares about
Metrics that your ceo cares aboutMetrics that your ceo cares about
Metrics that your ceo cares about
 
09 4 15 data driven hr impacts of talent management bus case slideshare
  09 4 15 data driven hr impacts of talent management bus case    slideshare  09 4 15 data driven hr impacts of talent management bus case    slideshare
09 4 15 data driven hr impacts of talent management bus case slideshare
 
Tips to help transform your hr stories biocom hr executive breakfast sept...
Tips to help transform your hr stories  biocom  hr executive breakfast   sept...Tips to help transform your hr stories  biocom  hr executive breakfast   sept...
Tips to help transform your hr stories biocom hr executive breakfast sept...
 
Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit
 
Recruiting Purple Squirrels
Recruiting Purple Squirrels Recruiting Purple Squirrels
Recruiting Purple Squirrels
 
Leading Edge Talent Management
Leading Edge Talent Management Leading Edge Talent Management
Leading Edge Talent Management
 
10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides
 
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
 
A Robot Or An Employee?
A Robot Or An Employee?A Robot Or An Employee?
A Robot Or An Employee?
 
Ere webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategiesEre webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategies
 
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
 
The Future Of HR
The Future Of HR  The Future Of HR
The Future Of HR
 
Top HR Processes Ripe for a Social Enterprise
Top HR Processes Ripe for a Social EnterpriseTop HR Processes Ripe for a Social Enterprise
Top HR Processes Ripe for a Social Enterprise
 
Talent Management in Year 2020: Deloitte Study
Talent Management in Year 2020: Deloitte StudyTalent Management in Year 2020: Deloitte Study
Talent Management in Year 2020: Deloitte Study
 
Dispatches From The New Economy: The On-Demand Economy And The Future Of Work
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkDispatches From The New Economy: The On-Demand Economy And The Future Of Work
Dispatches From The New Economy: The On-Demand Economy And The Future Of Work
 
HR Analytics lessons and mistakes
HR Analytics lessons and mistakesHR Analytics lessons and mistakes
HR Analytics lessons and mistakes
 
The Tru Files - Hire Work Not Workers
The Tru Files - Hire Work Not WorkersThe Tru Files - Hire Work Not Workers
The Tru Files - Hire Work Not Workers
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016
 
HR Tech and the Employee Experience
HR Tech and the Employee ExperienceHR Tech and the Employee Experience
HR Tech and the Employee Experience
 
PWC Report on the Future of Work:
PWC Report on the Future of Work: PWC Report on the Future of Work:
PWC Report on the Future of Work:
 

Viewers also liked

MEASURE UP: Measuring and Increasing Quality of Hires
MEASURE UP: Measuring and Increasing Quality of HiresMEASURE UP: Measuring and Increasing Quality of Hires
MEASURE UP: Measuring and Increasing Quality of Hires
RecruitLadder
 
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_siesOm lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
videoaakash15
 
Effective Social Media Recruiting to Attract the Right Talent
Effective Social Media Recruiting to Attract the Right TalentEffective Social Media Recruiting to Attract the Right Talent
Effective Social Media Recruiting to Attract the Right Talent
Gail Houston
 
Production scheduling(draft agenda)
Production scheduling(draft agenda)Production scheduling(draft agenda)
Production scheduling(draft agenda)
Dick Lam
 
Recruiting Metrics Presentation
Recruiting Metrics PresentationRecruiting Metrics Presentation
Recruiting Metrics Presentation
Rachel Webb
 
Talent Analytics ERE 2015
Talent Analytics ERE 2015 Talent Analytics ERE 2015
Talent Analytics ERE 2015
Rob McIntosh
 
Quality of hire metrics and why you must measure it
Quality of hire  metrics  and why you must measure itQuality of hire  metrics  and why you must measure it
Quality of hire metrics and why you must measure it
Dr. John Sullivan
 
Internal vs External Recruitment
Internal vs External RecruitmentInternal vs External Recruitment
Internal vs External Recruitment
Vanessa Raath
 
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEPEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
Dr. John Sullivan
 
The Talent Acquisition Value Matrix
The Talent Acquisition Value MatrixThe Talent Acquisition Value Matrix
The Talent Acquisition Value Matrix
Rob McIntosh
 

Viewers also liked (10)

MEASURE UP: Measuring and Increasing Quality of Hires
MEASURE UP: Measuring and Increasing Quality of HiresMEASURE UP: Measuring and Increasing Quality of Hires
MEASURE UP: Measuring and Increasing Quality of Hires
 
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_siesOm lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
Om lect 05_a(r0-aug-08)_manufacturing planning & scheduling_mms_sies
 
Effective Social Media Recruiting to Attract the Right Talent
Effective Social Media Recruiting to Attract the Right TalentEffective Social Media Recruiting to Attract the Right Talent
Effective Social Media Recruiting to Attract the Right Talent
 
Production scheduling(draft agenda)
Production scheduling(draft agenda)Production scheduling(draft agenda)
Production scheduling(draft agenda)
 
Recruiting Metrics Presentation
Recruiting Metrics PresentationRecruiting Metrics Presentation
Recruiting Metrics Presentation
 
Talent Analytics ERE 2015
Talent Analytics ERE 2015 Talent Analytics ERE 2015
Talent Analytics ERE 2015
 
Quality of hire metrics and why you must measure it
Quality of hire  metrics  and why you must measure itQuality of hire  metrics  and why you must measure it
Quality of hire metrics and why you must measure it
 
Internal vs External Recruitment
Internal vs External RecruitmentInternal vs External Recruitment
Internal vs External Recruitment
 
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEPEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
 
The Talent Acquisition Value Matrix
The Talent Acquisition Value MatrixThe Talent Acquisition Value Matrix
The Talent Acquisition Value Matrix
 

Similar to USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION

Workforce analytics, an introduction
Workforce analytics, an introductionWorkforce analytics, an introduction
Workforce analytics, an introduction
AnalitiQs
 
Hr analytics
Hr analyticsHr analytics
Hr analytics
Shubham Singhal
 
Hr analytics 2
Hr analytics 2Hr analytics 2
Hr analytics 2
Shubham Singhal
 
Workforce Analytics-Big Data in Talent Development_2016 05
Workforce Analytics-Big Data in Talent Development_2016 05Workforce Analytics-Big Data in Talent Development_2016 05
Workforce Analytics-Big Data in Talent Development_2016 05
Rob Abbanat
 
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
Frederick 'Rick' Buchman
 
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmHR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
onalijayathilaka
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
Maheswar Marepalli, Ph.D.
 
Hr metrics blr webinar - rick buchman - 4-7-2015
Hr metrics    blr webinar - rick buchman - 4-7-2015Hr metrics    blr webinar - rick buchman - 4-7-2015
Hr metrics blr webinar - rick buchman - 4-7-2015
Frederick 'Rick' Buchman
 
People Analytics
People AnalyticsPeople Analytics
People Analytics
Soumen Chatterjee
 
The Impact of Key Performance Indicators (KPIs) on Talent Development
The Impact of Key Performance Indicators (KPIs) on Talent DevelopmentThe Impact of Key Performance Indicators (KPIs) on Talent Development
The Impact of Key Performance Indicators (KPIs) on Talent Development
paperpublications3
 
HAATWORK
HAATWORKHAATWORK
HAATWORK
Daniel Lagat
 
Workforce Insight And Change Making Comms V4 Aa
Workforce Insight And Change Making Comms V4 AaWorkforce Insight And Change Making Comms V4 Aa
Workforce Insight And Change Making Comms V4 Aa
Aladam
 
Fundamentals of Recruitment Analytics Outline
Fundamentals of Recruitment Analytics OutlineFundamentals of Recruitment Analytics Outline
Fundamentals of Recruitment Analytics Outline
Dan Meyer
 
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
Harrison Withers
 
5StaffingMetricsForYourWorkweek
5StaffingMetricsForYourWorkweek5StaffingMetricsForYourWorkweek
5StaffingMetricsForYourWorkweek
Eric Scalese
 
People Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate WorkforcePeople Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate Workforce
Centerfor HCI
 
Performance Appraisal in IT industry
Performance Appraisal in IT industryPerformance Appraisal in IT industry
Performance Appraisal in IT industry
Sudip Paudel
 
76140732
7614073276140732
Evidence-Based HR
Evidence-Based HREvidence-Based HR
metrics that matter
metrics that mattermetrics that matter
metrics that matter
Chris Bennett
 

Similar to USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION (20)

Workforce analytics, an introduction
Workforce analytics, an introductionWorkforce analytics, an introduction
Workforce analytics, an introduction
 
Hr analytics
Hr analyticsHr analytics
Hr analytics
 
Hr analytics 2
Hr analytics 2Hr analytics 2
Hr analytics 2
 
Workforce Analytics-Big Data in Talent Development_2016 05
Workforce Analytics-Big Data in Talent Development_2016 05Workforce Analytics-Big Data in Talent Development_2016 05
Workforce Analytics-Big Data in Talent Development_2016 05
 
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
 
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmHR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
 
Hr metrics blr webinar - rick buchman - 4-7-2015
Hr metrics    blr webinar - rick buchman - 4-7-2015Hr metrics    blr webinar - rick buchman - 4-7-2015
Hr metrics blr webinar - rick buchman - 4-7-2015
 
People Analytics
People AnalyticsPeople Analytics
People Analytics
 
The Impact of Key Performance Indicators (KPIs) on Talent Development
The Impact of Key Performance Indicators (KPIs) on Talent DevelopmentThe Impact of Key Performance Indicators (KPIs) on Talent Development
The Impact of Key Performance Indicators (KPIs) on Talent Development
 
HAATWORK
HAATWORKHAATWORK
HAATWORK
 
Workforce Insight And Change Making Comms V4 Aa
Workforce Insight And Change Making Comms V4 AaWorkforce Insight And Change Making Comms V4 Aa
Workforce Insight And Change Making Comms V4 Aa
 
Fundamentals of Recruitment Analytics Outline
Fundamentals of Recruitment Analytics OutlineFundamentals of Recruitment Analytics Outline
Fundamentals of Recruitment Analytics Outline
 
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics
 
5StaffingMetricsForYourWorkweek
5StaffingMetricsForYourWorkweek5StaffingMetricsForYourWorkweek
5StaffingMetricsForYourWorkweek
 
People Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate WorkforcePeople Analytics: Creating The Ultimate Workforce
People Analytics: Creating The Ultimate Workforce
 
Performance Appraisal in IT industry
Performance Appraisal in IT industryPerformance Appraisal in IT industry
Performance Appraisal in IT industry
 
76140732
7614073276140732
76140732
 
Evidence-Based HR
Evidence-Based HREvidence-Based HR
Evidence-Based HR
 
metrics that matter
metrics that mattermetrics that matter
metrics that matter
 

Recently uploaded

Google I/O Extended Harare Merged Slides
Google I/O Extended Harare Merged SlidesGoogle I/O Extended Harare Merged Slides
Google I/O Extended Harare Merged Slides
Google Developer Group - Harare
 
Vertex AI Agent Builder - GDG Alicante - Julio 2024
Vertex AI Agent Builder - GDG Alicante - Julio 2024Vertex AI Agent Builder - GDG Alicante - Julio 2024
Vertex AI Agent Builder - GDG Alicante - Julio 2024
Nicolás Lopéz
 
What's New in Teams Calling, Meetings, Devices June 2024
What's New in Teams Calling, Meetings, Devices June 2024What's New in Teams Calling, Meetings, Devices June 2024
What's New in Teams Calling, Meetings, Devices June 2024
Stephanie Beckett
 
Finetuning GenAI For Hacking and Defending
Finetuning GenAI For Hacking and DefendingFinetuning GenAI For Hacking and Defending
Finetuning GenAI For Hacking and Defending
Priyanka Aash
 
How UiPath Discovery Suite supports identification of Agentic Process Automat...
How UiPath Discovery Suite supports identification of Agentic Process Automat...How UiPath Discovery Suite supports identification of Agentic Process Automat...
How UiPath Discovery Suite supports identification of Agentic Process Automat...
DianaGray10
 
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
FIDO Alliance
 
Generative AI Reasoning Tech Talk - July 2024
Generative AI Reasoning Tech Talk - July 2024Generative AI Reasoning Tech Talk - July 2024
Generative AI Reasoning Tech Talk - July 2024
siddu769252
 
Mastering OnlyFans Clone App Development: Key Strategies for Success
Mastering OnlyFans Clone App Development: Key Strategies for SuccessMastering OnlyFans Clone App Development: Key Strategies for Success
Mastering OnlyFans Clone App Development: Key Strategies for Success
David Wilson
 
Intel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdfIntel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdf
Tech Guru
 
Sonkoloniya documentation - ONEprojukti.pdf
Sonkoloniya documentation - ONEprojukti.pdfSonkoloniya documentation - ONEprojukti.pdf
Sonkoloniya documentation - ONEprojukti.pdf
SubhamMandal40
 
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
AimanAthambawa1
 
Accelerating Migrations = Recommendations
Accelerating Migrations = RecommendationsAccelerating Migrations = Recommendations
Accelerating Migrations = Recommendations
isBullShit
 
Semantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software DevelopmentSemantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software Development
Baishakhi Ray
 
Keynote : AI & Future Of Offensive Security
Keynote : AI & Future Of Offensive SecurityKeynote : AI & Future Of Offensive Security
Keynote : AI & Future Of Offensive Security
Priyanka Aash
 
BLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
BLOCKCHAIN TECHNOLOGY - Advantages and DisadvantagesBLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
BLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
SAI KAILASH R
 
Improving Learning Content Efficiency with Reusable Learning Content
Improving Learning Content Efficiency with Reusable Learning ContentImproving Learning Content Efficiency with Reusable Learning Content
Improving Learning Content Efficiency with Reusable Learning Content
Enterprise Knowledge
 
Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1
DianaGray10
 
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
alexjohnson7307
 
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
FIDO Alliance
 
Acumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptxAcumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptx
BrainSell Technologies
 

Recently uploaded (20)

Google I/O Extended Harare Merged Slides
Google I/O Extended Harare Merged SlidesGoogle I/O Extended Harare Merged Slides
Google I/O Extended Harare Merged Slides
 
Vertex AI Agent Builder - GDG Alicante - Julio 2024
Vertex AI Agent Builder - GDG Alicante - Julio 2024Vertex AI Agent Builder - GDG Alicante - Julio 2024
Vertex AI Agent Builder - GDG Alicante - Julio 2024
 
What's New in Teams Calling, Meetings, Devices June 2024
What's New in Teams Calling, Meetings, Devices June 2024What's New in Teams Calling, Meetings, Devices June 2024
What's New in Teams Calling, Meetings, Devices June 2024
 
Finetuning GenAI For Hacking and Defending
Finetuning GenAI For Hacking and DefendingFinetuning GenAI For Hacking and Defending
Finetuning GenAI For Hacking and Defending
 
How UiPath Discovery Suite supports identification of Agentic Process Automat...
How UiPath Discovery Suite supports identification of Agentic Process Automat...How UiPath Discovery Suite supports identification of Agentic Process Automat...
How UiPath Discovery Suite supports identification of Agentic Process Automat...
 
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
UX Webinar Series: Essentials for Adopting Passkeys as the Foundation of your...
 
Generative AI Reasoning Tech Talk - July 2024
Generative AI Reasoning Tech Talk - July 2024Generative AI Reasoning Tech Talk - July 2024
Generative AI Reasoning Tech Talk - July 2024
 
Mastering OnlyFans Clone App Development: Key Strategies for Success
Mastering OnlyFans Clone App Development: Key Strategies for SuccessMastering OnlyFans Clone App Development: Key Strategies for Success
Mastering OnlyFans Clone App Development: Key Strategies for Success
 
Intel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdfIntel Unveils Core Ultra 200V Lunar chip .pdf
Intel Unveils Core Ultra 200V Lunar chip .pdf
 
Sonkoloniya documentation - ONEprojukti.pdf
Sonkoloniya documentation - ONEprojukti.pdfSonkoloniya documentation - ONEprojukti.pdf
Sonkoloniya documentation - ONEprojukti.pdf
 
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
COVID-19 and the Level of Cloud Computing Adoption: A Study of Sri Lankan Inf...
 
Accelerating Migrations = Recommendations
Accelerating Migrations = RecommendationsAccelerating Migrations = Recommendations
Accelerating Migrations = Recommendations
 
Semantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software DevelopmentSemantic-Aware Code Model: Elevating the Future of Software Development
Semantic-Aware Code Model: Elevating the Future of Software Development
 
Keynote : AI & Future Of Offensive Security
Keynote : AI & Future Of Offensive SecurityKeynote : AI & Future Of Offensive Security
Keynote : AI & Future Of Offensive Security
 
BLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
BLOCKCHAIN TECHNOLOGY - Advantages and DisadvantagesBLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
BLOCKCHAIN TECHNOLOGY - Advantages and Disadvantages
 
Improving Learning Content Efficiency with Reusable Learning Content
Improving Learning Content Efficiency with Reusable Learning ContentImproving Learning Content Efficiency with Reusable Learning Content
Improving Learning Content Efficiency with Reusable Learning Content
 
Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1Discovery Series - Zero to Hero - Task Mining Session 1
Discovery Series - Zero to Hero - Task Mining Session 1
 
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
leewayhertz.com-Generative AI tech stack Frameworks infrastructure models and...
 
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
UX Webinar Series: Drive Revenue and Decrease Costs with Passkeys for Consume...
 
Acumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptxAcumatica vs. Sage Intacct _Construction_July (1).pptx
Acumatica vs. Sage Intacct _Construction_July (1).pptx
 

USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION

  • 1. USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION IQPC Workshop - September 16, 2013 © Dr John Sullivan 1www.drjohnsullivan.com or Johns@sfsu.edu
  • 2. 2 Dr Sullivan’s background • Fast Company Magazine called me… the “Michael Jordan of Recruiting” • Staffing.org once called me… “The father of HR Metrics” • A VP of HR recently called me… “The Darth Vader of HR” Take your pick!
  • 3. 3 Topics for today 1. A shortcut to sourcing and hiring quality prospects 2. A quick introduction to the current state of metrics 3. Some basic definitions and goals 4. Selecting the right metrics 5. Benchmark firms 6. My recommended recruiting function metrics 7. The best data-driven processes for improving recruiting 8. The future direction of recruiting 9. If time permits… some data-driven retention tips
  • 4. Please feel free to interrupt at any time with questions or comments 4
  • 5. “Using data to find the right candidate for every position” means… focusing on referrals and boomerangs 5 Shortcut – Let’s cut to the chase…
  • 6. 6 What source is #1 in volume and new hire quality Source effectiveness /quality of hire 1. Employee referrals 2. Large job boards 3. Niche job boards 4. Temp to perm 5. Recruiters 6. Trade media 7. Staffing services 8. College recruiting 9. Career fairs 10. Co-op education 11. Mass media 12. Military Source: staffing.org 2011 Source popularity Volume 1. Referrals 28.0% 2. Job boards 20.1% 3. Career site 9.8% 4. Recruiter initiated 9.1% 5. College 6.6% 6. Rehires 4.3% 7. Social media 3.5% 8. 3rd party 2.8% 9. Print 2.2% 10. Temp to hire 2.1% 11. Career fairs 1.9% 12. Walk-ins 0.8% Source: CareerXroads 2012
  • 7. 7 Use referrals to get 50% of your hires  The best firms are now reaching 50% of all hires  Referral applicants are high quality - they found referrals were 39% of applicants but 61% of all hires (Jobvite)  Top performers make the best referrals  Refer “for the team”… not the $  Make sure the employee has seen their work  Make sure their work and skills are superior  ID “who beats you” and “who you learn from”
  • 8. 8 Lesser known “quality of hire” sources Other “quality of hire sources 1. Top performer referrals 2. Boomerang re-hires 3. Professional event recruiting 4. Award winners 5. Contest winners 6. Grad assistants 7. Successful interns Source: DJS
  • 9. 9 Use boomerang re-hires to get 16% of your hires  At DaVita boomerangs are 16% of all hires and at Yahoo they are up to 14%  Boomerangs are a known quantity  Begin the relationship during off-boarding”  Use an alumni group to continue the relationship
  • 10. Boomerang re-hires “You’re always welcome here” e-card + alumni group
  • 11. With referrals and boomerangs making up 2/3 of your hires… Now let’s see how data can help you find the remaining 1/3 11
  • 12. Why today a good time to finally conquer analytics and big data 12 Part 1
  • 13. 13 What % of CEO’s are confident in HR metrics? Only 12% of CEO’s are confident on the quality of Human Capital metrics 13 AICPA survey 2012
  • 14. 14 What is HR best at? Worst at? (KPMG)
  • 15. BTW - How do you know for sure that your function is having a major business impact! If your function is directly impacting the business… it will be written up in the annual report How often does your recruiting function appear? 15
  • 16. 16 Why today is an ideal time to act on analytics  Opinions and past experience don’t change behavior, metrics are required if you expect to be “listened to” while sitting in your “seat at the table”  We live in a VUCA world that is difficult to understand without metrics  “Big data” and data / evidence based decision making are all the rage with executives  Firms like Google have already demonstrated what can be done in HR  Other industries (Moneyball) and functions have already developed an analytics model that HR can follow  New technologies and research are available >
  • 17. 17 This recent HBR report quantified the importance of HR metrics Connecting Workforce Analytics to Better Business Results 2013 The study can be accessed at: www.sumtotal.com http://talent.sumtotalsystems.com/WebRes-Connecting-Workforce-Analytics-HBRReport_0813.html?source=SEARCH_WP_TM_HBRReport_0813&pi=TM%20-%20Complete%20TM 17
  • 18. 18 HBR data supports the connection between using analytics and workforce effectiveness Among firms that report a moderate or a high degree of success in creating a productive workforce 95% are advanced analytics users 80% are moderate analytics users Only 5% of advanced analytic users report that they are ineffective in leveraging their workforce Source: Connecting Workforce Analytics to Better Business Results by HBR 2013
  • 19. Introduction Let’s make sure we are all on the same page… with some definitions and goals 19 Part 2
  • 20. 20 A few quick definitions… so that we are all on the same page 20
  • 21. 21 Some quick simplified definitions 1.Metrics – the process of measuring and reporting a result or output 2.Historical metrics – measures that focus on reporting things that have already occurred 3.Workforce Analytics – a set of integrated capabilities (technologies, metrics, data and pro-cesses) to measure, analyze, identify trends and to improve workforce performance 4.Real-time metrics – reporting or monitoring metrics that cover what is happening now in order to improve current decisions 5.Predictive metrics – using past and current data to forecast and model upcoming problems/opportunities
  • 22. 22 Some quick simplified definitions 6. A scorecard – results listed on a 1 sheet (Balanced) 7. A dashboard – an array of metrics, that in a single view, covers all of the key functional measures 8. “Why” metrics – a process for identifying why things happen in Talent Management 9. Showing revenue impact – converting standard HR metrics to their dollar impact on revenue 10. An algorithm – a formula /equation that accurately directs talent actions (who to hire?) 11. Index – a combination of metrics converted to a single number for ease of comparison (i.e. Dow Jones)
  • 23. 23 Some quick simplified definitions 12.Business Intelligence (BI) – information for improving business decisions 13.Big data in recruiting – huge, changing and complex data sets that… can’t be easily analyzed using traditional software (Recruiting Big Data – Sales leads/ credit, LinkedIn, Facebook, Professional association or website membership lists, DOL labor supply reports etc.)
  • 24. What are the 6 primary goals or purposes of metrics? 24
  • 25. 25 Reports or opinions do not change behavior 1. They drive action – metrics influence managers and employees so that they change their behavior An example - how Google uses data to influence  “All people decisions at Google are based on data and analytics”  “Even when people don’t want to believe that they’re underperforming, it’s hard to dispute years' worth of numbers”  “For most people, just knowing that information causes them to change their conduct” >
  • 26. 26 What are the 6 primary goals for metrics? 2. Improved decisions – metrics improve the accuracy and the $ impact of the talent decisions made by managers / HR in “fact driven HR” 3. They tell you “what is working” – metrics tell you what is working, what is not working and why for continuous improvement purposes 4. Increased funding and executive support – metrics cause executives to better fund HR because metrics reveal the business impact it has
  • 27. 27 The 6 primary goals of metrics 5. They prepare you for the future – metrics reveal trends and they can alert you on upcoming problems / opportunities so that you can act in time 6. They help you better allocate resources – metrics tell leaders which programs produce the highest value, so that they can shift resources towards the areas with the highest ROI
  • 28. An effective HR function identifies and focuses its resources on activities that increase profit (BCG) 28Source: BCG/WFPMA - From Capability to Profitability: Realizing the Value of People Management, 2012 Which TM functions have the highest impact on profit?
  • 29. Mid and lower impact HR functions 29
  • 30. How to select high impact metrics 30 Part 3
  • 31. How many metrics do you need? 31
  • 32. 32 You need metrics in each of these 4 areas 1.One for every major program goal – Ex. new hire on-the-job performance and retention rate 2.One for every major improvement area – Ex. increase the diversity rate, cut offer rejects etc. 3.One for every major executive budgeting decision criteria – ID and gather information to meet each of the executive funding criteria 4.Data for assessing process ROI - use data to calculate the ROI and then shift resources to the recruiting processes with the highest ROI
  • 33. What does a great strategic metric looked like? 33
  • 34. 34 There are 6 categories that should be covered in the metrics for assessing an entire HR program 1.Quantity (Volume) Number hired 2.Quality (Error rate) Performance on the job 3.Time (On time or the time to complete) Time to fill 4.Money (Cost or revenue generated) Cost per hire ($9k) 5.Satisfaction (Of the users) Hiring mgr. satisfaction 6.Comparison number Aver. CPH is $4k QQTMSC Recruiting example
  • 35. 35 What does a strategic action metric looked like? There are 2 basic categories of action metrics “So what metrics” – when you see them you think either “so what” or “that’s interesting” but you take no action (The average new hire had a GPA of 2.8) “OMG” metrics – the topic causes you to read them and seeing significant variations up or down causes you to take immediate action (i.e. because of it’s $ impact on corporate revenue) An example >
  • 36. 36 A simple OMG recruiting metric  This year there were 210 position vacancy days in loan officer positions at this Midwestern bank  Last year they had only 110 vacancy days, before the CFO cut the recruiting staff by 20% (The root cause)  $5000 is the lost revenue for each day that a loan officer position is vacant  Rev impact – $500,000 loss per year if we take no action ($5,000 loss per day X 100 additional excess vacancy day)  The savings from the 20% recruiter cut was only $200,000 (a minimum $300,000 net loss) OMG!
  • 37. One final strategic action metric example for advanced users 37
  • 38. 38 The very best strategic OMG action metrics include these 10 elements? 1. It shows its impact on corporate goals (revenue) 2. It quantifies that goal impact in dollars 3. It is reported where it will be seen by executives 4. It shows the “near future” trend line 5. It includes several comparison numbers (last year’s, the average and the best in the firm, the average and the best in the industry) 6. It includes “real-time” current data 7. It identifies the root cause of the problem 8. Highlights the effective actions & their success rate 9. It includes the cost of doing nothing or delaying 10.It drives immediate action
  • 39. 39 An example of an OMG metric display HR metric – Time to fill (TTF) This months' TTF = 90 days Projected TTF = 112 days (Up 22%) Last year’s TTF = 78 days TTF Trend (Up 22%) Best in the industry = 29 days (We are 61 days behind) Cause – Mgr.'s workload is slowing interview scheduling Action required – Cut interview delays with after hour video interviews – minimal cost and a 87% success rate Accountable individual – Pam Tyne, staffing manager Rev. impact of no action - $4.1 million Corp goal: Time to Market
  • 40. 40 Provide “drop-down” menus for detailed information Provide instant access to “in depth” information Time to fill (up 22 %) • Consequences of slow TTF •Reasons for slow TTF •TTF data for your unit •Definition of TTF •Formula for time to fill • Which jobs take the longest • More recommended actions Drop-down menu Run your cursor over the metric and you see this drop-down menu
  • 41. 41 How do I decide which metrics to use?
  • 42. 42 Let the CFO be your champion Don’t select your HR metrics in isolation… instead… let the “king of metrics” guide you 1.Work with the CFOs / COO office to determine what they consider to be strategic metrics 2.Let the CFO / COO select the final ones (3x5 cards) 3.Also consider letting the CFO present/ report your metrics An illustration > 42
  • 43. The smartest thing I ever did in HR… “I hired the assistant comptroller to do my HR metrics” I had zero funding arguments after that because: 1. They were credible because the CFO and others trusted who did them 2. The metrics used the language and the format that the senior leadership could understand 3. They included no “soft” metrics or language 43
  • 44. 44 Who are the benchmark firms to learn from?
  • 45. 45 Who are the benchmark firms to learn from? Benchmark firms for recruiting metrics 1. Google 2. DaVita 3. Sodexho 4. Deloitte 5. CACI 6. Marriott 7. Tata A Google example >
  • 46. 46 Example The “data driven” approach at Google  Algorithm (Google oxygen) to define leader behaviors, to identify leaders and to fix bad ones  Algorithm for predicting who will leave /retention  Algorithm for predicting hiring success and what doesn’t work  Algorithm for increasing interaction, collaboration and innovation (length of the cafe line) Algorithm to increase hiring, promotion and retention of women
  • 47. 47 The best benchmark comparison data sources Staffing.org - this group narrowly focuses on recruiting http://www.staffing.org/productsandservices.asp PWC - Saratoga - this arm of the consulting firm have been doing benchmark metrics (including recruiting) for years http://www.cfodirect.pwc.com/CFODirectWeb/Controller.jpf;jsessionid=L0GbF5LXMM72QtvnF7W72n2nD21WnGzx8T NxbGGjByJh9Xz05Dxd!-552653960?ContentCode=MSRA-7XXJQD&ContentType=Content The Recruiting Roundtable -- this members only group includes some of the largest corporations, it specializes in sharing recruiting best practices https://rr.executiveboard.com/Public/PDF/Driving_Business_Decisision_with_Metrics.pdf BNA - this publishing firm has been doing a broad HR benchmarking survey for years http://www.bna.com/special/hrpromo/?gclid=CJPHiYeo658CFSEbawod8iHUcQ
  • 48. 48 Other good comparison data sources in recruiting CareerXroads - they rank both sourcing channel usage and the leading corporate websites www.careerxroads.com Best Practices, LLC - focused on the pharmaceutical, biotech, medical device and health care industries http://www3.best- in-class.com/bestp/domrep.nsf/pages/96DEB3761738BDE485257026006CD495!OpenDocument NACE - this association focuses on college recruiting http://www.naceweb.org/Research/Recruiters/2009_Recruiting_Benchmarks_Survey.aspx The Hackett Group - this consulting group does a lot of work with government agencies http://www.thehackettgroup.com.au/solutions/benchmarking.jsp APQC - this benchmarking group periodically does some private benchmarking studies with top companies www.apqc.org CLC - this membership group does periodic "gold books" covering HR best practices and benchmark firms http://recruiting.hr.toolbox.com/research/
  • 49. My 14 recommended strategic metrics for recruiting 49 Part 4
  • 50. A list of metrics to choose from Strategic recruiting goals and their metrics Note: Strategic metrics cover the functional actions and programs that have a measurable impact on corporate goals 50
  • 51. 51 9 revenue impact recruiting measures 1. The total dollar impact of great recruiting on the business this year – this number is the sum of the $ results from the following 8 rev. metrics 2. Performance of the hire – the % of improvement over average on the job performance ratings (or performance appraisal) after 6/12 mths. (Value - % of improvement multiplied by the average revenue per employee) C-Level executives rated new hire quality as the #1 most important HR performance metric, out of 20 metrics Source: Staffing.org - Impress the CEO survey This metric also reveals the best source and assessment approach
  • 52. 52 Revenue impact recruiting measures 3.New hire failure rate – % of new hires in key jobs had to be terminated or asked to leave (Cost – the # of bad hires multiplied by times the cost of a bad hire – 1X salary) 4.Voluntary turnover of new hires - the % of new hires that voluntarily quit within their 1st year (Cost - the # of voluntary turns multiplied by the replacement costs and the lost revenue until they are replaced) 5.The number of “vacancy days” – after a position is vacated, the number of vacant days in key and revenue-generating positions (Cost – the average revenue generated each day multiplied by the number of vacant days)
  • 53. 53 Revenue impact recruiting measures 6. Number of not-filled positions – the number of key positions that were not filled by recruiting (Cost – the number of not filled days multiplied by the average revenue per employee per day) 7. The number of positions not filled by “need date” – the number of days after the “need by date” that key positions were filled (Cost – the number of vacant days after the need date multiplied by the average revenue per employee per day)
  • 54. 54 Revenue impact recruiting measures 8. New hire “time to productivity” TTP – because quality hires are productive almost immediately, the average time it takes for new hires to meet the minimum output standard (Value – the average reduction in days that it takes to reach minimum productivity multiplied by the revenue per employee per day)
  • 55. 55 Revenue impact recruiting measures 9. Project delays and missed strategic opportunities as a result of weak recruiting - because on time project completion has a direct impact on revenue, the loss must be estimated (Cost: this “project delay metric” is calculated by surveying project managers on a quarterly basis to identify if any projects have been negatively impacted by weak recruiting and the cost of those delays)  The cost of missed opportunities should also be included
  • 56. 56 5 quality of hire recruiting measures 10.High level diversity hires – because diversity reduces errors and increases innovation, the % of diverse hires in exempt an executive level positions Plus these:  On-the-job performance of new hires  Voluntary turnover rate  New hire failure rate  Time to productivity
  • 57. 57 2 competitive advantage recruiting metrics 11. Give away/ take away ratio - the # of employees in key jobs that we “poach” from a competitor firm… compared to the number that they “poach” from us 12. Employment brand strength – a strong external employer brand results in a larger number of applicants, so track the number of applications received each year (Google 2 mil, Yahoo 600k), track the % of improvement or compare it to last year’s total or to the number that top competitors receive
  • 58. 58 2 additional strategic recruiting metrics 13.Percentage of innovators and game changers hired - if your goal is to hire more innovators and purple squirrels, survey hiring managers 6 months after a hire and ask them whether the work of this individual qualifies them as an innovator 14.Manager & new hire satisfaction survey – the % of key managers, new hires in key jobs and applicants that are satisfied with the hiring process
  • 59. 59 Tactical metrics that should be calculated but… not reported to executives Note: Tactical metrics are for internal functional use for continuous improvement and resource allocation 59
  • 60. 60 High impact tactical recruiting metrics 1. % of new hires from quality sources – because using quality sources results in better quality hires… track the % of applicants for key jobs that came from top sources (usually employee referrals and boomerang rehires) 2. The quality of those not-hired – because a great hiring process doesn’t “miss” hiring top applicants, measure the % of superstar applicants that were not hired, and the # of “exceeds qualifications” that were “not hired” from target firms
  • 61. 61 Lower impact tactical metrics These other tactical recruiting metrics are good for identifying efficiency and effectiveness problems 1. Offer acceptance rates 2. Interview to hire rates 3. Quality of applicants 4. Recruiter req. loads 5. Time to fill (vs. filled by need date) 6. Cost per hire
  • 62. 62 For advanced users… Let’s look at some predictive recruiting metrics 62
  • 63. 63 Predictive recruiting metrics Predictive metrics to consider Upcoming internal hiring needs – what new skills will be needed and in which jobs and regions Labor market competition - will there be a surplus or shortage of labor in key jobs and regions, which will change the difficulty of hiring top talent (the unemployment rate) Competitor hiring – which talent competitor firms will be hiring, and in what positions, which firms are likely to be losing top talent for us to recruit? >
  • 64. 64 Predictive recruiting metrics Predictive metrics to consider Changing candidate expectations – what will be the changing expectations of our target candidates Our future employer brand image – will it be getting better or worse relative to our competitors Individual talent availability – what exceptional individuals will likely become available as a “talent opportunity” Acqui-hiring possibilities – which “high talent” small firms will be available for purchase or merger
  • 65. Data-driven processes for recruiting top candidates 65 Part 5
  • 66. 66 What is the best data-driven process for finding and selling top candidates? 66
  • 67. 68 Conduct market research on how they look Step #1 – Understand their job search process  You must accurately understand how top candidates look for a job today!  Identify the most common approaches… by interviewing new hires during onboarding and asking them to outline how they went about their job search  Realized that active job seekers use a different search approach than “not-looking” prospects  Obviously your recruiting approach must “match” their job search process
  • 68. 69 Conduct market research… on what they want Step #2 - You must precisely know what candidates care about in a firm… and a job  You can’t assume that you know, instead you must use market research surveys (among your own employees and applicants) to compile a list of the factors that top candidates demand in a firm (i.e. a great product)  Also identify what they look for in a great job (i.e. a great manager)  Put information covering these firm and job factors in your branding messages and in your job postings
  • 69. 70 Conduct market research on where they read Step #3 – Where would they read about your firm  Before prospects can become interested in a job, they have to read / hear information that attracts them to the firm  So, unless your firm is extremely well-known, you must 1st understand where potential prospects would see, read and hear information about your firm (including general recruiting and employer branding messages as well as product information)  Use surveys of new hires or hold focus groups at professional meetings to identify those places where prospects would read company information
  • 70. 71 Conduct market research on where they would see a job posting Step #4 – Where they would see a job posting  Survey applicants, new hires and current employees to identify the specific places where active candidates would most likely see one of your job posting (Niche job boards, Monster etc.) Step #5 - How could they hear about an opening?  Because most “not-looking” prospects don’t frequently visit job posting sites, you may learn that prospects find out about job openings through their social network or employee contact as a result of your employee referral program
  • 71. 72 Once individuals are called in for an interview… Step #6 – You must identify interviewee’s “job acceptance criteria”  You can’t successfully “sell” a candidate during the interview process unless you know their personal criteria for accepting a job  You should also identify “dealbreaker” issues  Either ask them to fill out a simple sheet or ask them directly during their 1st interview  You want to make sure that they realize that your firm and job meets most of their criteria by providing them with relevant information throughout the interview and offer process
  • 72. 73 Step #7 - Survey new hires to find the best sources Identify the high impact sources during onboarding 1. Tell us the primary source that made you aware of our firm. Was there a secondary source? 2. Tell us the primary source that made you aware that we had this job open. Was there a secondary source? 3. What was the final trigger that convinced you to formally apply?
  • 73. 74 Step #8 - Survey new hires to find out what worked Identify “what worked” during onboarding 1. List the key selling points you heard during the interview process that convinced you to say yes? 2. List the factors that made you less sure about saying yes? 3. What parts of the recruiting process worked best for you and why? What were the worst parts and why? 4. If you could change one thing about the recruiting process, what would it be? 5. Tell us why you quit your last 2 jobs (For retention use)
  • 74. 75 Data can reveal the failure points in your entire recruiting funnel 75
  • 75. 76 Look at the number and quality of candidates that make it through each hiring step Branding provides sufficient name recognition Sourcing attracts the right number of applications The recruiter resume screen leaves quality prospects Managers approve the candidate slates Finalists are selected % of offers accepted Goal 45% know firm Actual 47% know Goal 1,000 apps a wk. Actual 1,200 Goal 38% pass Actual 40.4% quality apps. Goal 75% approval & 33% are diverse Actual 23% / 3% women Goal finalists are selected 90% of the time & 30% are diverse Actual 30% / 1% diverse Goal 85% accepted / 30% women Actual 85% / 1% women
  • 76. The future direction of recruiting metrics 77 Part 6
  • 77. 78 Highlighting the future direction of HR metrics Metric leaders must move in this direction 1. HR must adopt a data based decision model which follows the approach already taken by every other major business function… as well as sports (Moneyball) and the film industry 2. Link people management actions to business results and quantify their revenue impacts 3. Calculate the ROI for HR programs 4. Calculate the cost of delay and doing nothing 5. Provide fewer but more impactful metrics
  • 78. 79 Highlighting the future direction of HR metrics HR must move in this direction 6. Shift away from “ last year” metrics 7. Shift to real-time data for managers so that they can make better people management decisions 8. Move towards predictive analytics for alerts, if- then scenarios and modeling 9. Provide a range of workable solutions to the problems that metrics identify 10.Tie your metrics to rewards 11.HR must learn to hire those with analytics skills
  • 79. 80 HR must move in this direction 12. Provide internal & external comparison numbers 13. Do “why” research to identify the causes of problems 14. HR must embed its metrics in standard financial reports to increase their visibility 15. Calculate the performance differential between top and average performers in the same job, to justify focusing on top performers (5% - 26%) 16. Small business must adopt them because of lean budgets and small size magnifies the impact… And government needs them because of increased scrutiny
  • 80. • 81 End of recruiting metrics Any additional questions?
  • 81. A data-driven approach to retention 82 Part 6
  • 82. 83 Retention is the #1 problem over the next 10 years A SHRM/economist survey showed that execs care about retention
  • 83. 84 A data-driven approach to retention 7 key retention principles to remember 1. Most retention processes are not data-driven 2. Companywide retention actions that equally impact all employees have a low success rate / ROI 3. Prioritize jobs and key employees because you can’t (and don’t want to) keep everyone 4. It takes a “career impact event” to trigger leaving 5. Everyone has a unique set of reasons for leaving, so you need a personalized retention plan 6. The #1 reason for leaving is generally under their manager’s control
  • 84. 85 Retention must be a data-driven approach Identify “why” employees have left 1.Identify general causes of turnover – develop a process for identifying the general causes of turnover in the past (summarizing all exit interviews) 2.Identify the turnover causes for key individuals that left – develop a process for accurately identifying the specific causes why a targeted individual actually left (use post-exit interview with the ex-employee or “buy” offer letters)
  • 85. 86 Data-driven retention Identify “why” individual current employees might leave  “Why do you stay?” interviews, also ask “What factors would cause you to begin consider leaving?”  Why did you quit your last 2 jobs? (Ask during onboarding)
  • 86. 87 Data-driven retention Identifying “who” is at risk of leaving? Develop a process for identifying “who” (which individual employees) are most likely to leave The process might include external approaches: A search of the web for resumes Blind recruiter calls… to see who responds A dry search by a headhunter to see who is desirable Run blind ads to identify who is applying Suddenly speaking at conferences They extensively update their LinkedIn profile
  • 87. 88 Google identify these precursor factors Google uses an algorithm to spot internal patterns  Employee reviews  Promotion history  Pay history  Employee surveys  Peer reviews (360 degree)  Employee training  Leadership meetings They look for employees who “feel underused”
  • 88. The retention actions of firms usually don’t match the reasons why employees leave Why employees leave 1.Better comp/benefits $ 2.Coaching programs 3.Mentoring programs 4.Tuition reimbursement $ 5.Stock options $ 6.Profit-sharing $ 7.Flexible hrs./schedule 8.Retention bonuses $ Only 2 of 6 causes are met Most common offerings 89 1.Career advancement 2.Pay/benefits $ 3.Lack of job fit 4.Management/environ 5.Flexible scheduling 6.Job security 1 of 6 is $ Sources: Gallup 2006 Sources: OI Partners 2012
  • 89. Top performers stay for different reasons An average worker wants these things… (Homer Simpson) 1. Doing the best work of your life 2. Proud of their impact 3. Great managers 4. Opp. to innovate/ take risks 5. Learn rapidly / be challenged 6. Choice of projects 7. Make decisions 8. Implement ideas 9. Input into schedule/ location 10.Work with top co-workers Top performers want “well managed” factors… (LeBron/ Messi) 90 1. Guaranteed pay 2. Exceptional benefits 3. Security 4. Time off with pay 5. No surprises/ predictable 6. Seniority matters 7. Equal treatment 8. Minimize risk and stress 9. Work/ Life balance
  • 90. 91 Retention metrics High business impact retention metrics 1. The cost of turnover 2. The forecasted turnover rate for next year 3. The % of employees that are “at risk” of leaving 4. Performance turnover (Top performers count more) 5. Regrettable turnover 6. High revenue impact turnover 7. Key position turnover 8. Key individual turnover
  • 91. 92 Retention metrics High business impact measures to consider 9. Where the turnover goes 10.Hard to replace turnover 11.Preventable turnover 12.Involuntary turnover 13.Innovator, a game changer and pioneer turnover Present this list to senior executives and ask which ones they consider the most important to report
  • 92. JohnS@sfsu.edu 93 Did I make you think?