This document discusses 4 ways for recruiters to prove their worth through metrics: 1) Get the big picture by focusing on metrics that speak to objectives and are agreed upon, 2) Understand what's changed with new technologies to identify new opportunities, 3) Generate the right reports using templates and customization to visualize data, 4) Apply learnings by sharing reports to facilitate strategic discussions and gain approval for investments. Recruiters are encouraged to iterate their metrics over time to continually improve recruiting programs.
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire ( aka CPH Systems & Analytics ) is industry’s first HR Analytics, Recruitment metrics and Reporting management solution providing HR Analytics and Reporting Services under the Flagship “Product as a Service” model, across all areas of HR where we pass the “DIRECT BENEFIT” only to your organization.
Using information from the 2015 ERE State of Talent Acquisition Survey to look at Talent Acquisition Metrics and tools to enhance the ability to use those metrics
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire ( aka CPH Systems & Analytics ) is industry’s first HR Analytics, Recruitment metrics and Reporting management solution providing HR Analytics and Reporting Services under the Flagship “Product as a Service” model, across all areas of HR where we pass the “DIRECT BENEFIT” only to your organization.
Using information from the 2015 ERE State of Talent Acquisition Survey to look at Talent Acquisition Metrics and tools to enhance the ability to use those metrics
How to Leverage Recruitment Analytics to Make HiresRecruitics
How to Leverage Recruitment Analytics to Make Hires is a presentation that was given by Recruitics' VP of Marketing and Analytics Julie Cali at TAtech's 2016 Fall conference & expo in Las Vegas, Nevada. The presentation explains how leveraging recruitment data and analytics behind the jobs your advertising online can help you improve these efforts to meet your recruitment goals more quickly and at a lower cost.
About Recruitics:
Recruitics provides recruitment marketing analytics and automation solutions that makes it easy for companies to achieve amazing results from their recruitment advertising efforts. Founded in 2013, Recruitics works with the nation’s largest corporations, staffing agencies, and job boards to drive more applicants to their online job postings, hire great talent, and meet their recruitment goals. Recruitics also partners with many of the leading ATS systems in the US to include iCims, Kenexa, HealthcareSource, and Greenhouse, to provide seamless integration and tracking. The company is headquartered in New York City, NY and is privately owned and operated. You can find Recruitics online at http://recruitics.com/.
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Using Analytics To Make Smart HR DecisionsBambooHR
View recording with slides: http://bit.ly/1TG16LN
Knowing what analytics to use on a day to day basis can be difficult. This webinar shares why analytics are important in becoming strategic in HR.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
HR Analytics- Analytics Based Retention StrategiesTEJAS KUMAR
An Overview in the field of HR Analytics. The focus of this presentation is on Retention Strategies. In this presentation, I have touched upon the current trends and the future growth areas of analytics based retention strategies.
The future growth of a career as a business analyst its role and responsibili...Learningrow
Business Analyst plays a vital role in all organization. Business Analyst is a person who understanding business change needs by capturing, analyzing, researching and documenting requirements and supporting the communication of a specific business to improve the productivity of a business and provide the solutions to the client and to different companies.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
Nulearn provides an Opportunity to get Hr analytics certification from IIM Rohtak under India's Top faculties. Get Industry interactions, end term projects and more.
11 Recruitment metrics for hiring managersJobTatkal
ust like your vehicle needs servicing in a certain period of time, your hiring process also needs to be tracked once in a while to make sure that the recruitment process is functioning effectively.
To ensure that your hiring team is working with the right data, you need to understand the recruitment metrics first. It will help you evaluate the process and create an effective hiring strategy to recruit top talents.
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.
How to Leverage Recruitment Analytics to Make HiresRecruitics
How to Leverage Recruitment Analytics to Make Hires is a presentation that was given by Recruitics' VP of Marketing and Analytics Julie Cali at TAtech's 2016 Fall conference & expo in Las Vegas, Nevada. The presentation explains how leveraging recruitment data and analytics behind the jobs your advertising online can help you improve these efforts to meet your recruitment goals more quickly and at a lower cost.
About Recruitics:
Recruitics provides recruitment marketing analytics and automation solutions that makes it easy for companies to achieve amazing results from their recruitment advertising efforts. Founded in 2013, Recruitics works with the nation’s largest corporations, staffing agencies, and job boards to drive more applicants to their online job postings, hire great talent, and meet their recruitment goals. Recruitics also partners with many of the leading ATS systems in the US to include iCims, Kenexa, HealthcareSource, and Greenhouse, to provide seamless integration and tracking. The company is headquartered in New York City, NY and is privately owned and operated. You can find Recruitics online at http://recruitics.com/.
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Using Analytics To Make Smart HR DecisionsBambooHR
View recording with slides: http://bit.ly/1TG16LN
Knowing what analytics to use on a day to day basis can be difficult. This webinar shares why analytics are important in becoming strategic in HR.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
HR Analytics- Analytics Based Retention StrategiesTEJAS KUMAR
An Overview in the field of HR Analytics. The focus of this presentation is on Retention Strategies. In this presentation, I have touched upon the current trends and the future growth areas of analytics based retention strategies.
The future growth of a career as a business analyst its role and responsibili...Learningrow
Business Analyst plays a vital role in all organization. Business Analyst is a person who understanding business change needs by capturing, analyzing, researching and documenting requirements and supporting the communication of a specific business to improve the productivity of a business and provide the solutions to the client and to different companies.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
Nulearn provides an Opportunity to get Hr analytics certification from IIM Rohtak under India's Top faculties. Get Industry interactions, end term projects and more.
11 Recruitment metrics for hiring managersJobTatkal
ust like your vehicle needs servicing in a certain period of time, your hiring process also needs to be tracked once in a while to make sure that the recruitment process is functioning effectively.
To ensure that your hiring team is working with the right data, you need to understand the recruitment metrics first. It will help you evaluate the process and create an effective hiring strategy to recruit top talents.
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.
Data Integration: Huntflow and PowerBI | Case Study | Software Development Co...*instinctools
What problems can flexible and detailed analytics tackle in recruitment?
Here is the case study on data integration from Huntflow, a professional recruiting CRM system, with PowerBI software, that provided informative dashboards and helped:
✔️ Recruiters to get a clear picture of the talent pipeline, showing the path of every candidate from every source through every stage of the hiring process;
✔️ The company to fill the positions 21% faster than it used to;
✔️ C-levels to make the necessary adjustments to the wage scale.
Reach out to *instinctools Business Intelligence experts if you have a similar project idea or challenge with data integration > contact@instinctools.com
In the world of performance job advertising, the ROI of your spend is attained when a vertex between applicant volume and efficiency is reached. With the various performance models available in the market, knowing how and where to spend your job advertising dollars to get the outcomes you need is no easy task. Read the guide to optimize your pay-for-performance job advertising media.
The human resource planning process is one of the main responsibilities of the HR Manager. But at present this responsibility does not solely come under the HR Managers context since it directly affects the profitability of the company consequently.
The Three Stages of Global Payroll ImplementationCloudPay
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
A Comprehensive Guide to Building a Business Case, Evaluating Vendors and Deploying a Solution. In the quest for better business performance, large organizations must continually evaluate the efficiency and effectiveness of their global operations. When the focus is on payroll, the review process can get stuck in an endless evaluation cycle. This is typically because, despite an overwhelming feeling that things can be improved, the evidence needed to convince decision-makers tends to fall short.
In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
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 ...
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...ADP, LLC
In this Issue of Human Capital Management Vol. 4: The Connected Digital Economy
Benchmarking for Competitive Advantage New Year Presents New ACA Opportunity:
Strategies for Communicating with Your Employees
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.
2. Metrics That Matter: 4 Ways to Prove Your Worth Page 2
Contents
Introduction 3
Getting the big picture 4
Measuring a few things well 5
Measuring different things for different reasons 6
What’s changing—and what does it mean? 7
Generating the right reports 9
Applying what you learn 11
Conclusion 12
3. Metrics That Matter: 4 Ways to Prove Your Worth Page 3
Introduction
Businesses want at least one thing from every employee: a task done well that has a provable contribution toward
the company’s goals. In recruiting, that means hiring the right people in alignment with business strategies,
while operating efficiently and sourcing effectively. Metrics are the numbers that provide proof of a recruiter’s
accomplishments.
Unfortunately, metrics can often be misleading and confusing. Certain positions will always take longer and cost
more to fill, for example—which means basic cost per hire and time to fill data won’t always tell you the whole story.
Sometimes you need to look at more data, and sometimes you just need to see data in a different way. So begins the
eternal quest for the right metrics in the right combinations, displayed in the right formats.
In this second book of our Insight4theEnterprise series, we’ll explore four steps recruiters can take that will help them
identify critical metrics and then maximize their value:
1 Get the big picture. Which recruiting metrics will provide you with the most complete view of your
program? You need numbers that tell you not only how you have performed in the past, but also pinpoint
areas for immediate improvement.
2 Understand what’s changed. With recruiting technology advances and the current focus on big data,
are there new opportunities available for measuring success?
3 Generate the right reports. What role does reporting play—and what types of reports best serve
recruiters’ needs?
4 Apply what you learn. How can you use the reports you create to foster continued recruiting success?
Let’s get started.
4. Metrics That Matter: 4 Ways to Prove Your Worth Page 4
Getting the big picture
When it comes to recruiting metrics, the “big picture” is one that provides the most comprehensive perspective
on overall recruiting effectiveness and efficiency. But the words “effective” and “efficient” will almost certainly mean
different things to different people.
To ensure the most universal and high-impact recruiting metrics, start by asking the following questions:
• Which numbers will speak most
directly to recruiters’, hiring
managers’ and executive
management’s objectives?
• Who will be involved in
assessing these metrics?
• Does everyone involved
understand and agree on what
they mean? Does everyone also
agree that these metrics are
important?
• Have they been compiled
cooperatively, based on
dialogue between recruiting
and internal stakeholders?
• Can they be easily accessed?
Can they be compiled
consistently and accurately?
5. Metrics That Matter: 4 Ways to Prove Your Worth Page 5
Measuring a few things well
• Time to source
• Time to process & select
• Time to interview & assess
• Time to offer
• Time to hire
• Time to start
• Cost per hire (CPH)
• Recruiting cost ratio (RCR)
• Recruiting efficiency ratio
• Number of submits
• Cost per lead
• Ratio submits to hires
• Number of hires
• Cost per hire
• Diversity contribution
(by source)
• Ratio: total resumes / candidates
• Ratio: candidates / interviews
• Ratio: interviews / offers
• Ratio: offers / close
• Resume vs. job requirements
• Pre-hire job performance
(desired) vs. actual job performance
(3 months, 6 months)
• Hiring manager:
(a) job performance (b) fit
• Candidate: after onboarding,
3 months, 6 months;
first year turnover
• Lower CPH or recruiting cost ratio
• Savings from reduced time to start
• Contingent staff savings
• Reduced vacancy cost
Below is a table of some of the most
common stats that recruiters should
obtain and understand today. Of course,
not all of these metrics will be relevant
to all organizations—but overall, these
numbers provide a balanced, big-picture
composite of a recruiting organization’s
efficiency and effectiveness, its sourcing
and marketing strategies, and the
resulting impact on the business. These
metrics also provide a solid launching
pad for conversations between
recruiters, hiring managers, and senior
management. Opening that dialogue is
critical to a company’s ability to course
correct and gain approval for new
investments in technology. (See the
previous book in this series for more
details on getting executive buy-in.)
Helpful Hint
Each of these metrics categories has
a number of variations. For example,
you can measure time in terms of
how quickly candidates start or
accept an offer, how long it takes a
recruiter to fill a position, the time
that elapses between an accepted
offer and a start date,
and so on.
If your metrics program is new,
keep things simple. Ultimately, the
only important metrics are those
that your stakeholders care about
and that document business value.
You can always expand what you
measure down the road.
Time
Cost
Sourcing analysis
Pipeline quality
Candidate quality
Satisfaction
ROI
6. Metrics That Matter: 4 Ways to Prove Your Worth Page 6
Measuring different things
for different reasons
Some measurements are tricky. For example, cost per hire can be measured various ways and can paint a different
picture, especially when comparing the performance of recruiters handling different kinds of assignments. Consider
the following example:
Traditional cost per hire (CPH) metrics would rate Recruiter B much lower in cost efficiency than Recruiter A. But a
recruiting cost ratio (RCR) uses total salary cost (rather than number of hires) to create a fairer comparison—because
high-salaried people almost always require more time and money to bring on board. Using this metric, you see the
two recruiters are actually performing about equally well.
Recruiter A
15 engineers, $750k total salaries,
$66k in recruiting costs
CPH = $66k / 15 = $4,400
RCR = $66k / $750k = 8.8%
7 senior managers, $980k total salaries,
$84k in recruiting costs
CPH = $84k / 7 = $12,000
RCR = $84k / $980k = 8.6%
Recruiter B
13+87+D8.8%
13+87+D8.6%
7. Metrics That Matter: 4 Ways to Prove Your Worth Page 7
What’s changing
—and what does it mean?
Just about everyone in the recruiting profession will agree that the industry is evolving substantially and at a rapid
pace. Jobs are changing, job seekers are changing, and companies are changing in an effort to attract and retain
the talent they desperately need. Why? Because they are beginning to realize what an incredible influence strategic
recruiting can have on the overall business. In fact, more non-HR managers than ever before are now noting
the relationship between superior talent acquisition and superior business performance. Google, for example,
“has calculated that recruiting a top technologist (versus recruiting an average one) will result in 300 times more
productivity and business impact. And because the average Google employee generates over $1 million in revenue
each year, hiring a single ‘purple-squirrel’ top technologist has the potential for adding $300 million to Google’s
revenue each and every year that the new hire remains with the firm.”1
“… saving $1,000 per hire over 500 hires produces
only ‘chump-change’ savings, at least compared to
the multi-million dollar revenue impact resulting from
a single great hire in a key position.”2
—Dr. John Sullivan
Technology is also playing a major role in this evolution. In particular, three developments have made both
performing and measuring recruiting activities increasingly easy and productive:
1 More sophisticated software. Recruiters moving away from the limited functionality of first-generation
applicant tracking systems (ATS) in favor of more comprehensive recruiting platforms that help tie
together and automate every step from source to hire. This in turn opens the door for a more complete
metrics picture, as you can seamlessly connect the dots between sourcing, candidate engagement,
applications, interviewing, and hiring.
2 The rise of big data. As big data continues to prove its business value, more vendors are working to
add meaningful analytics functionality to their recruiting offerings. Properly gathered and applied, big data
can help companies track hiring and sourcing trends and make smarter, faster decisions.
3 Cloud computing. Without a doubt, cloud-based applications help companies add greater efficiency
and accessibility to their recruiting systems, making the collection, analysis, reporting, and delivery of key
metrics much easier and more affordable. This is particularly important when you need to present reports
to execs and managers, who must be able to access data from anywhere—even on mobile devices.
Cloud-based platforms help ensure you have a direct line to these important decision-makers.
8. Metrics That Matter: 4 Ways to Prove Your Worth Page 8
Overall, these changes and technological developments mean that recruiters now have better opportunities to:
• Gain greater insight into the success of their tactics and programs
• Understand more about candidates’ needs and experiences
• Find and engage with more qualified candidates
However, these opportunities only present themselves if you can compile and access metrics in meaningful ways—
which means reporting, too, must change.
9. Metrics That Matter: 4 Ways to Prove Your Worth Page 9
Reports are your conduit for analyzing key metrics. After all, “…
the trick isn’t merely in collecting the data–it’s in interpreting it, and
understanding the importance (or lack thereof) of each data point….
Today, recruiters need to be able to understand big data, which boils
down to discovery, visualization and insight.”3
While some ATS applications provide basic reports, these often fail
across several areas:
• They don’t compile enough data
• They don’t collect the right data
• They aren’t timely
• They don’t offer useful templates
• They offer little customization
Now that technology is advancing and more data is available, however,
recruiters are recognizing a need for more reporting layouts and
functionality in order to best visualize their big-picture metrics.
One way to approach this need is through topic-based reporting,
which enables a user to group data and compile reports by a topic
of interest—such as candidates, requisitions, compliance, and so on.
Unlike reports that simply show a snapshot in time or the progress of a
single recruiter, for example, topic-based reporting allows for maximum
flexibility at the foundation of a report. Recruiters can generate reports
faster with fewer groupings and filters, while gaining a more targeted
viewpoint of specific critical elements.
Fortunately, some vendors are catching on to this need and responding
with fervor. Jobvite has greatly enhanced the reporting module of its
flagship product, Jobvite Hire, in order to provide hiring teams not only
with the topic-based reports they need, but with a host of standard
templates ready for full customization, so customers can easily begin
building new reports that best meet their needs.
Generating the right reports
“…the trick isn’t
merely in collecting
the data–it’s in
interpreting it, and
understanding the
importance (or lack
thereof) of each
data point….Today,
recruiters need to be
able to understand
big data, which boils
down to discovery,
visualization and
insight.”
10. Metrics That Matter: 4 Ways to Prove Your Worth Page 10
Examples of Jobvite’s New Standard Templates
Candidate
Candidate Per Requisition
Candidate Activity
Candidate Disposition
Candidate Evaluation Summary
Hire Summary
Candidate Referrals
Candidate Offers
Interview
Candidate Status
Offer Approvals
Requisition
Hiring Activity
Requisition by Owner
Requisition Approvals
Time to Hire
Pipeline
History
Hire User Activity
Engage User Activity
Refer User Activity
Actions Report
EEO Report
AAP - Applicants
OFCCP - Applicants
OFCCP - Search
Contact
Engage Seatholder
Campaigns
Candidate
Requisition
User
Compliance
Contact
11. Metrics That Matter: 4 Ways to Prove Your Worth Page 11
Applying what you learn
So you have the data, and you’ve run the reports. Now what?
Remember that you are compiling metrics because they provide proof that you are contributing to the company’s
goals. Your next step, then, is to share this information with key team members and stakeholders, so you can
collectively assess the results and make strategic decisions. You’ll also want to present reports to executives in order
to gain approval for ongoing investments in hiring programs and technology.
This sounds simple, but one of the biggest dilemmas recruiters have faced is how to improve collaboration around
reports and analytics. When people are busy, in different time zones, on different platforms, or on the move,
collaboration can be tricky. Yet you need the ability to share your reports to any relevant individual, regardless of job
role, intuitively and conveniently—so that everyone can access information on their own devices. This is the only way
to lay the foundation for a productive running dialogue about recruiting.
You’ll also find that the ability to schedule reports helps keep that dialogue going. Not only can you generate reports
with greater frequency, but you’ll free up considerable time by automating the task.
As part of its reporting module enhancement, Jobvite now allows you to share reports in several widely-used formats,
including XLS, CSV, and PDF. Jobvite also enables you to create multiple reporting schedules, so you can easily build
one report and schedule it to be shared with different parties according to different parameters.
As more companies work on improving their metrics programs, expect to see an increased focus on areas such as
real-time analytics and dashboard views—which will further help businesses reap the benefits of big data.
12. Metrics That Matter: 4 Ways to Prove Your Worth Page 12
Conclusion
While companies will certainly vary on which metrics have the greatest power and provide the best insight, most
organizations will agree that they benefit tremendously from having tangible proof of their recruiting victories. Even if
you aren’t ready to implement a recruiting platform like Jobvite to automate and ease your reporting functions, we
hope this eBook has demonstrated the importance of capturing and presenting key metrics—and continuing to
iterate them over time.
As you continue to build the conversation about recruiting metrics between your team and the business at large,
you’ll see additional ways in which you can apply your newfound insight for the good of the company. For example,
as you learn more about the ways in which you are reaching (or not reaching) qualified candidates, you’ll be better
positioned to craft a career site that provides a stellar candidate experience. We’ll talk more about killer career sites
in the next book of this series.
1
http://www.ere.net/2012/07/30/show-me-the-money-the-top-10-revenue-impacts-of-a-great-hiring-process/
2
Ibid.
3
http://www.wired.com/insights/2014/01/big-data-brings-big-changes-recruiting/