This document discusses metrics for assessing the effectiveness of recruitment. It provides details on four core metrics: (1) new hire quality based on manager ratings, (2) the ratio of actual start date to contracted start date, (3) manager satisfaction with the hiring process, and (4) staffing efficiency measured as total costs divided by total compensation recruited. It also outlines additional metrics for evaluating individual recruiters, such as performance of hires, manager satisfaction, diversity results, and responsiveness.
Hindustan Unilever's recruiting process begins with the requirements of several departments and follows best practices in its recruitment and selection process.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
The achievement and benefit received by employees for their job performance in an organization are known as rewards. Employees join the organization within the certain expectation of reward. Some may be expecting for better salary and wages i.e., economic rewards while others may be seeking for facilities like accommodation, transportation, health, safety, and other benefits as rewards. Thus, economic and non-economic benefits provided by the organization to employees for their job performance regardless of their expectations is known as a reward. Employees must be communicated about the reward provision in an advance. (HRM)
Recruitment & Selection Practices of FlipkartRahul Dey
A brief presentation Recruitment & Selection Practices of Flipkart
Key takeaways:
The Flipkart story
The Core Values of Flipkart
End-To-End Flipster Benefits
Resources which mostly Flipkart for Hiring -
Skills or Knowledge which Flipkart Looking for
Recent Hiring of Flipkart
HR Practice by Flipkart
External & Internal Recruitment
Recruitment Sources of Flipkart
Process of Selection of Flipkart
Recruiting & building a winning team: for startups and growth businessesColin Graham
A practical guide to building a winning team for startups and growth businesses. Highlights key roles and how to adopt a professional approach to recruitment and orientation - find the right people and bring them up to speed quickly.
Shift your recruiting team from reactive to proactive. Click through this webcast to change your talent acquisition culture for passive talent success.
Download the full recruiting makeover tip-sheet: http://linkd.in/16LOcYE
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Hindustan Unilever's recruiting process begins with the requirements of several departments and follows best practices in its recruitment and selection process.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
The achievement and benefit received by employees for their job performance in an organization are known as rewards. Employees join the organization within the certain expectation of reward. Some may be expecting for better salary and wages i.e., economic rewards while others may be seeking for facilities like accommodation, transportation, health, safety, and other benefits as rewards. Thus, economic and non-economic benefits provided by the organization to employees for their job performance regardless of their expectations is known as a reward. Employees must be communicated about the reward provision in an advance. (HRM)
Recruitment & Selection Practices of FlipkartRahul Dey
A brief presentation Recruitment & Selection Practices of Flipkart
Key takeaways:
The Flipkart story
The Core Values of Flipkart
End-To-End Flipster Benefits
Resources which mostly Flipkart for Hiring -
Skills or Knowledge which Flipkart Looking for
Recent Hiring of Flipkart
HR Practice by Flipkart
External & Internal Recruitment
Recruitment Sources of Flipkart
Process of Selection of Flipkart
Recruiting & building a winning team: for startups and growth businessesColin Graham
A practical guide to building a winning team for startups and growth businesses. Highlights key roles and how to adopt a professional approach to recruitment and orientation - find the right people and bring them up to speed quickly.
Shift your recruiting team from reactive to proactive. Click through this webcast to change your talent acquisition culture for passive talent success.
Download the full recruiting makeover tip-sheet: http://linkd.in/16LOcYE
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Building an internal executive search program
David Amsden, VP, Recruiting & Talent Acquisition, Cognizant
Cognizant has a team of 100 for their exec search team in North America searching for senior directors and above. There is a deficit of talent, and you have to be strategic in order to get the best talent for your organization. When you have buy-in from senior leadership to build out such a team in-house, and you hire the best exec recruiters and enable them with the right tools such as LinkedIn Recruiter, you will see a positive impact on the speed and quality of hire. In this session, learn that it’s not about WHY, but HOW you build this in-house executive search function that matters, and why support from senior leadership is important.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m"
Recruiting your team: Recruiting and Hiring the Right People for Every JobKevin Kragenbrink
Recruiting and Hiring the right people to fit your culture and improve your team are critical for small business success. This presentation provides ideas and systems for hiring staff at every level. The presentation includes specific information on hiring seasonal workers.
The C-suite: Building an Executive Recruiting Program | Talent Connect San Fr...LinkedIn Talent Solutions
Susan Harker, global talent acquisition for Amazon, explains the key elements of building—and scaling—a successful executive recruitment program.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Establishing an efficient in-house recruiting team in a larger region | Talen...LinkedIn Talent Solutions
Sharon Tan, Singtel
Learn how Singtel went about building a centralized TA function and operating structure with different brands across the Asia Pac region. This three year journey of transformation, with the end goal of shifting recruitment from a reactive to a more proactive model, helped lifting their brand and value to the business.
No clear guidelines or expectations for the function and business, inconsistent hiring experiences, low credibility with the business and large agency usage as well as various levels of maturity of the team brought about a need for transformation change.
This session will talk about how to build a more efficient and reliant in-house recruitment team and how to leverage a centralized offshore hub to support the business needs. It will also show how Singtel built a social media plan to strengthen their Employer Brand.
Key highlights:
How to drive change and transform the recruitment model in your organisation.
How to centralize the TA function in a larger region.
Driving your team to refocus on your Employer Brand and strengthen through social media.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Building The C-Suite: Effective Executive Recruitment Strategies | Talent Con...LinkedIn Talent Solutions
There’s a lot of talk today about passive talent and proactive recruitment, but how does that apply for executive recruitment? Learn how Rob Dromgoole and Monica Roberts successfully approach executive recruitment.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Building In-House Executive Search CapabilityResearchEurope
A hot topic amongst talent managers is “How do I build in-house executive search capability?”
Companies who have achieved this report not only cost-savings, but improvements in time-to-hire and talent retention.
However, very few firms have successfully built in-house capabilities – and it’s not as straightforward as some would lead you to believe.
In this 30 minute webinar, Stephen Buchanan explores issues around building an in-house executive search team:
• Why build an in-house executive search team?
• Hiring in the right skills and experience
• Processes and systems
• Pitfalls to avoid
• Getting buy-in from internal stakeholders
• Return on investment
Talent sourcing is crucial to growing your talent pool. It’s very common to source like-minded people, and these can turn into ideal employees. They are likely to be a cultural fit and are willing to stick with your company through thick and thin. The earlier you start keeping an eye out for them, the better. Here are five hacks to help you along the way.
Chapter 13 Staffing System Evaluation and TechnologyStaffing Metri.docxchristinemaritza
Chapter 13 Staffing System Evaluation and Technology
Staffing Metrics
Because people pay attention to what gets measured, carefully selecting key metrics to track can help focus employees on key behaviors and outcomes. But too much information makes it difficult to focus attention on the metrics and outcomes that are the most important. To evaluate its staffing success, telecommunication company Avaya sets goals for how many experienced employees it intends to acquire from its competitors. The company also measures the performance of individuals who move internally from one business to another compared with the average performance of employees in that division. One company representative says, “Most companies will say their recruitment is successful if they retain the people that they hire. We look beyond that and set very specific goals for ourselves.”14
Southwest Airlines measures key metrics including cost per hire, new hire quality, compensation, time to productivity, and retention and promotion rates of high-potential employees and uses these measurements to continually improve its staffing and talent management process. If Southwest notices that an operational group is logging above average overtime, for example, it works with that group to reduce overtime by decreasing turnover or increasing staffing.15
Staffing metrics can be thought of as long term or short term, and can be efficiency or effectiveness oriented. Next, we discuss these different types of metrics and how they are best used.
Long-Term and Short-Term Metrics
Metrics can be tracked over many different time periods. Short-term metrics help a firm evaluate the success of its staffing system in terms of the recruiting and new hire outcomes achieved. These metrics include:
· The percentage of hires for each job or job family coming from each recruiting source and recruiter
· The number of high-quality new hires coming from each recruiting source and recruiter
· The number of diverse hires coming from each recruiting source and recruiter
· The average time to start (by position, source, and recruiter)
· The average time to contribution (by position, source, and recruiter)
Long-term metrics help a firm evaluate the success of its staffing system in terms of the outcomes that occur some time after employees are hired. These metrics include:
· Employee job success by recruiting source and by recruiter
· Employee tenure by recruiting source and by recruiter
· Promotion rates by recruiting source and by recruiter
Short-term metrics are useful as leading indicators of a company’s ability to have the right people in the right jobs at the right time to execute its business strategy and to meet its immediate staffing goals. Long-term metrics are useful as lagging indicators. They are best used for evaluating the effectiveness of the firm’s long-term staffing system—for example, the long-term, on-the-job success of employees and their turnover and promotion rates.
Staffing Ef ...
Staffing Metrics EvaluationRunning head STAFFING ME.docxwhitneyleman54422
Staffing Metrics Evaluation
Running head: STAFFING METRICS EVALUATION
1
STAFFING METRICS EVALUATION
14
Staffing Metrics Evaluation
There is a plethora of areas that staffing metrics covers. This functional area that is placed on any business/organization is used to provide an in-depth look at the trends of the performance and cost of any business. These patterns can either be done in short term or long term. Because of the various ways in which managers approach the many metrics available emphasis is placed more highly on multiple attributes. To ensure that you have a quality metric program it is an important to have much accountability in place. These can include productivity, cost, and risk. Metrics programs are a critical part of producing the staffing needs of the business. Metrics are used to help determine if the levels of staffing are able to work with the load it is given. With the way budget constraints are set up in all businesses it is important to have metrics that help to quantify the needs of your workload (Cohen, 2011). These metrics assure that these staffers can use staffing functions to perform their business objectives. For my business, three metrics have been chosen to track the information of my company as well as the effectiveness, outcome, and satisfaction of my business. The parameters selected are brand-related metrics, staffing efficiency, and sourcing channel metrics.
Metric 1 of 3 – Branding-Related Metrics
The first is brand-related metrics. This particular parameter is used to calculate the savings cost. This setting is the cost that it takes to fill a specific position in your company. It also determines weakness and strengths of the company's brand by acknowledging what business objectives your company is achieving. To identify the brand metrics, they are quantified into four different categories. Behavioral parameters track what an employee can do to help not only promote the brand of the company but how to build from there. Second is Interactions metrics which follow the customers' interactions with the company's brand. Perception metrics track how the customers perceive the company's brand. Performance metrics check the clients' perceptions of the company's business impact. The many ways in which individuals find out about our business from non-employment related ads such as from our web page, referrals, television, and walk-ins are being placed together and calculated to show the cost savings that our company has received to fill the positions that we have available.
Metric 2 of 3- Staffing Efficiency Metric
The amount of resources that are used in order to perform the staffing process is a staffing efficiency metric. By using vendors or partners for staffing we are able to evaluate staffing efficiency. There are also chances where a staffing metrics can become stale. This happens mostly when seeing the cost of using IT, administration assistance, mail clerks and any other type of creative staff t.
In this file, you can ref useful information about performance appraisal programs such as performance appraisal programs methods, performance appraisal programs tips, performance appraisal programs forms, performance appraisal programs phrases … If you need more assistant for performance appraisal programs, please leave your comment at the end of file.
Key HR Metrics You Must Measure to Enhance Employee ExperienceOmind Technologies
HR metrics or human resources metrics are the important data that help organizations to analyze workforce efficiency, track human capital, and measure the effectiveness of HR based on business requirements.
Hiring for success — what makes the difference? Why are so many organisations...Steven Jagger
Hiring for success — what makes the difference? Why are so many organisations failing?
Please find Hudsons superior sourcing strategies? For further information or advise please contact steven.jagger@hudson.com
There are numerous HR publications that list a plethora of metrics that a HR department must track. But, are they ‘HR Metrics that Matter’?
What differentiates ‘HR Metrics that Matter’ with other nice to have HR metrics?
The answer is very simple! The metrics that cover strategic goals like productivity, innovation and revenue growth. Keeping tabs on strategic metrics gives you a clearer picture of how your business is doing in terms of talent management.
I am going to walk you through the best recruitment and performance related metrics.
Using Calibration Effectively - Total Workforce Performance ManagementBhupesh Chaurasia
This paper discusses research studying methods for total workforce performance management. The term “total workforce” is used to emphasize performance management processes designed to guide decisions regarding the management of groups of employees. This can be contrasted to methods designed to manage and develop the performance of individual employees in isolation. While aspects of total
workforce and individual performance management overlap, certain elements of total workforce management are
inherently distinct from methods used for individual performance management. Foremost is the need to manage
individual differences in performance found across different employees working in the same group.That is the focus of this paper.
6 Cutting-Edge HR Metrics to Measure in 2019Namely
Are you thinking like a data scientist? While we’re all familiar with basic metrics like turnover and time to fill, there’s more that you can and should be measuring. Taking a more analytics-driven approach to your talent practices can help improve everything from hiring to workforce planning to employee development and retention.
Dr. Eric Knudsen, Manager of People Analytics at Namely, and Rita Patterson, Manager of Product Implementation, share how you can build, measure, and action these key metrics to drive HR and business results. In this webinar, you'll learn:
- How to use hiring data to measure and improve quality-of-hire.
- How to use career and skills data to anticipate workforce needs and facilitate tailored employee career growth.
- How to use compensation data to make improve workforce planning and prevent unwanted turnover.
In this file, you can ref useful information about how to performance appraisal such as how to performance appraisal methods, how to performance appraisal tips, how to performance appraisal forms, how to performance appraisal phrases … If you need more assistant for how to performance appraisal, please leave your comment at the end of file.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
2. P a g e 1 | 8
Assessing and analyzing the Effectiveness of Recruitment
Core Staffing Performance Metrics
Recruiters, like all HR professionals, are under increased pressure to demonstrate their value to
their organizations and customers. It is wise to be proactive in meeting this demand: by the time
senior management actually asks for a demonstration of value, it is usually too late to act - they
have already made up their minds.
Recruiters can take advantage of four core staffing performance metrics: (1.) Actual Time vs.
Contracted Time to Start, (2.) Staffing Efficiency, (3.) Hiring Manager Satisfaction, and (4.) New
Hire Quality. These metrics involve only a modest level of data collection and will not only provide
a measure of the value that recruiting brings to its customers, but just the simple of act of measuring
will help improve operations. Here's a breakdown of each metric, the data needed to calculate it,
and what information they provide.
New Hire Quality
This is the rating of the new hire by the hiring manager. It is recommended that this evaluation be
conducted three to six months after hire. It takes at least three months before a new hire performance
can be accurately assessed and after 6 months, work place influences become a dominant factor in
new employee performance. To fairly judge the quality of a new hire, it's important to define
expectations prior to recruiting and then compare these expectations to actual performance. The
following list provides a starting point for developing the criteria for new hire:
Goals
System compatibility
Capacity
Motivation
Knowledge and skills
Performance
3. P a g e 2 | 8
Experience
Customer compatibility
Work group compatibility
Organization compatibility
Change/learning posture
Actual Time vs. Contracted Time to Start
In lieu of the traditional "Time to Fill," metric, which can be easily manipulated and distorted,
consider using the ratio of the actual start date to the targeted start date that gets negotiated with the
hiring manager. This ratio indicates how closely you met the expectations of the hiring manager.
In addition, negotiating a start date with the hiring manager helps set realistic expectations about
when someone will be in their seat working, which is what the hiring manager really cares about.
In addition, using this metric will help reduce the likelihood of the "fill all open positions ASAP"
fire drill that many recruiters must contend with.
Hiring Manager Satisfaction
This is the hiring manager satisfaction rating with the hiring process.
Hiring manager satisfaction is often based on a general post hire questionnaire but there is an
inherent problem with this approach -- the hiring manager has no pre-established guidelines by
which to judge the recruiter. A fairer and more useful questioner is one which is completed before
and after the recruitment process for a new position. This type of questionnaire ensures that both
the hiring manager and recruiter are clear about what they expect from the hiring process.
Staffing Efficiency
While the traditional Cost-per-Hire metric is widely used and provides some meaningful indication
of effectiveness, it does not account for variations in factors such as the level of the position being
filled, labor market conditions, and availability of workers by region. Staffing Efficiency ratio is
easily calculated as follows:
4. P a g e 3 | 8
Determine your Total Costs the sum of your Internal Costs (salaries, office space, supplies, general
overhead) and your External Costs (all external expenses which are incurred to specifically identify
candidates - advertising, contingency and retainer fees, research costs, annual fees for posting jobs
on the Internet).
Divide your Total Costs by Total Compensation Recruited (TCR) - the sum of the base STARTING
salaries for each external hire during their first year. External compensation recruited is the best
measure of recruiting production, and the Staffing Efficiency metric will illustrate how efficiently
you are bringing in this compensation.
Staffing Efficiency = Total Costs/TCR. Staffing Efficiencies in the range of 5% - 9% are considered
excellent, and those above 16% indicate some needed attention. However, these ranges can vary by
industry, organizational size, and region, and it is best to compare your own results to benchmark
data.
The hiring manager and recruiter should meet prior to recruiting to review all these areas and
determine expectations for each. By proactively taking accountability for their contributions and
backing up their assertions with credible metrics, recruiters will actively demonstrate their value to
their organization and customers. By using the four core staffing performance metrics to assess
their effectiveness, recruiters will be put themselves at the leading edge of the human resources
profession that is under increasing pressure to demonstrate its value. It is always far better to lead
with metrics than to be asked to produce them.
5. P a g e 4 | 8
The Recruiter’s Scorecard
It is important to realize upfront that many of the criteria listed in this scorecard require data or
information that must be collected by central management. If you fail as a manager to take the
necessary steps required to gather this information you are (whether intentionally or not) restricting
every individual recruiter’s opportunity for praise, recognition, and continuous improvement. It’s
also important to note, that it is common knowledge that individual recruiters do not have total
control over each of the factors in the hiring process that influence an individual recruiter’s
effectiveness. Rather than complaining about this the lack of control, recruiters must instead
assume the responsibility of influencing managers and other process owners in order to ensure that
the desired results are achieved. Rather than whining or blaming others, recruiters must accept
their role as the “captain of the ship” if they are ever to be rated as excellent in recruiting. Following
are the metrics recommended for individual recruiters:
1. Performance of hires
Performance appraisal rating of new hires. What was the average performance appraisal
score of the people the recruiter hired (ratings after six months and after one year)? How does
that average compare to the average performance appraisal rating of all new hires? (This is a
measure of the quality or on-the-job performance of the hire.)
The number of new starts. How many new hires resulted from the work of the recruiter? How
does it compare to the average number of hires for all recruiters?
Hard-to-fill positions. How many hard-to-fill or key positions were filled as a result of the
work of the recruiter? How does it compare to the average number of hard-to-fill hires for all
recruiters?
Voluntary turnover. What was the voluntary turnover rate of new hires (at the end of six
months, and the first year)? How does it compare to the average voluntary turnover rate of all
new hires?
Involuntary turnover. What percentage of new hires had to be terminated within the first
year? How does that percentage compare to the average involuntary turnover rate of all new
hires?
6. P a g e 5 | 8
2. Manager satisfaction with the results By sending a user survey to all managers (or a
representative sample of managers) immediately after a hire is completed, you can assess their
satisfaction with the primary recruiter on that hire. Each quarter you should summarize the results
and then assess:
Satisfaction with the hire. What was the average manager satisfaction score with the quality
of the person hired (for each recruiter)? How does that satisfaction rate compare to the average
manager satisfaction rate with all recruiters?
Satisfaction with the quality of the final candidates. What was the average manager
satisfaction score with the quality of the final candidates from each recruiter? How does that
satisfaction rate compare to the average manager satisfaction rate with all recruiters?
Satisfaction with the quality of the resumes submitted. What was the average manager
satisfaction score with the “quality” of the resumes that were submitted to them for review (by
each recruiter)? How does that satisfaction rate compare to the average manager satisfaction
rate with all recruiters?
3. Diversity results
Diversity hiring ratios. What percentage of all hires made by this recruiter this year were
diverse? How did that percentage compare to the average diversity hiring rate?
Diversity candidates presented. What percentage of all resumes and candidates presented to
all managers were diverse? How does that percentage compare to the company average?
4. Employee referrals
Percentage of referrals. What percentage of all hires came from employee referrals? How did
that percentage compare to the company average? (Note: The extensive use of referrals is
important, because a high referral rate has many added side benefits. As a result, it’s important
for recruiters to actively encourage managers and employees within their assigned business
unit or assigned job family to refer top quality candidates.)
7. P a g e 6 | 8
5. On-time results
Percentage of hires by “need date.” What percentage of hires were completed on or before
the start date that the manager specified? How does that percentage compare to the company
average? (Note: This requires you to put the “date needed” on all requisition forms. The date
needed is a superior measure compared to the traditional time-to-fill metric, because hiring
people fast when they are not immediately needed is a waste of resources. In addition, fast
hiring relative to a fixed standard (the standard number of days to fill) means little if the
damage to the business begins the first day after a position remains unfilled after the need date.)
6. Candidate, applicant, and new hire satisfaction
By sending a user survey after a hire has been completed to all finalists and new hires, as well as
to a representative sample of applicants and interviewees, you can assess their satisfaction with the
primary recruiter on that hire. Each quarter you should summarize the results and then assess:
New hire satisfaction. What percentage of new hires stated that they were “extremely
satisfied” when they were asked to rate how satisfied they were with the services provided by
the recruiter and with the overall hiring process? How does each percentage compare with the
average of all new hires?
Finalist’s satisfaction. What percentage of finalists (those who were given second interviews
or the top five final candidates), when asked to rate how satisfied they were with the services
provided by the recruiter and with the overall hiring process, answered “extremely satisfied”?
How does each percentage compare with the average of all finalists?
Interviewee satisfaction. What percentage of interviewees stated that they were “extremely
satisfied” when they were asked to rate how satisfied they were with the services provided by
the recruiter and with the overall hiring process? How does each percentage compare with the
average of all interviewees?
Applicant satisfaction. What percentage of randomly selected applicants stated that they were
“extremely satisfied” (for positions controlled by the recruiter) when they were asked to rate
8. P a g e 7 | 8
how satisfied they were with the services provided by the recruiter and with the overall hiring
process? How does each percentage compare with the average of all applicants?
7. Responsiveness
By using “mystery shoppers,” or asking selected candidates and managers about the time it takes
for a recruiter to return a call or inquiry, you can assess a recruiters’ overall responsiveness to their
customers. It is important to note, however, that the recruiter’s total req load should be used as a
mitigating factor when you assess an individual’s responsiveness.
Response time. What was the average number of hours it took for a recruiter to return a call
or inquiry from a candidate or a manager? How does the response rate compare with the
average for all recruiters?
Response accuracy. What percentage of answers provided by the recruiter could be judged to
be accurate when a sample of these answers are assessed by recruiting management? How does
that accuracy rate compare with the average for all recruiters?
Time to fill. What is the average number of days it takes a recruiter to fill a position? (Note:
The time to fill is only important if it is considered simultaneously with the
quality/performance of the hire. Also, as noted earlier, time to fill is always less important than
the number of positions filled by the need date.)
Internal cooperation. How well and how often does this recruiter cooperate with other
recruiters and other HR functions? (Note: Although this is a subjective assessment, it can be
measured through an anonymous survey among all recruiters and HR professionals that are
some how involved in recruiting.)
8. Other indirect indications of a quality recruiter
Although these are not specific recruiting results, each of these actions can eventually have a direct
impact on overall recruiting success.
Contribution to branding. How many talks were given by this recruiter? How many audience
members attended? How many articles was this recruiter quoted in, or how many articles were
9. P a g e 8 | 8
authored by this recruiter this year? Did this recruiter actively participate in the team whose
goal was to have your firm listed on the different “best place to work” lists? Did this recruiter
actively participate in the employee referral team?
Sources used. What is the utilization rate by this recruiter of the sources that produce the best-
performing hires?
Use of agencies and executive search. What percentage of this recruiters hires required the
use of outside sources? How much money did this recruiter spend on external search help,
compared to the company average?
Names. How many new names did this recruiter add to the company’s candidate database?
Relationships with new hires. Does the recruiter have evidence that they routinely ask new
hires for the names of other potential candidates at their old firm? Do they also ask the
candidate what worked and what didn’t during the hiring process, in order to improve it?
Hires from competitors. How many hires that came from direct competitors was this recruiter
responsible for? (Note: In these cases, your organization gets competitive intelligence, and the
competitor’s performance is likely to decline)
Complaints. What is the number or percentage of employment-related inquiries, complaints,
or lawsuits (EEOC, OFCCP and civil) this recruiter was responsible for?