Thank you for an interesting follow up to an interesting Article.

I’d very much like to get additional information on your metric tracking work. littlelinda@fuse.net! Thanks !

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While the ideas you put forward are useful, unless you can actually measure the effectiveness of any initiative you put in place it can only be viewed as mere ‘guruism’ (this is my own phrase)
Guruism is a phrase that signifies a process or method which is expounded by the experts but has no scientific or measurable impact.

The best way forward for recruiters is to establish a set of metrics which can (without too much question) establish the value of their initiatives. That wat they start talking the language of the CEO and CFO.

My own research Masters looked at the use of metrics in the recruitment and selection function. I found that 56% of companies don’t even measure their R&S function. Those that do use metrics, rate quality of recruitment as the most important thing to measure yet only 12 % of campanies (which actually measure the R&S function) analyse this aspect of R&S

If you cannot show other members of the org. how your R&S initiatives work (through metrics),then you give the impression that the work you do is not important enough to warrant measurement. What other business process could get away wit this?

If anyone is interested I have a list of metrics available to recruiters which could help them with this process

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I felt slightly defective because I choose to focus on a job, build my pipeline, get the process to the point where the technology can sustain the momentum prior to repeating the process over with a different requisition.

It made me question my technique wondering if these people who say they are handling 40 requisitions are sourcing them all at once and if so, why can’t I ?

The topic of simplifying everything to avoid any wasted motion (mental or physical) is solidly rooted in motion studies conducted in manufacturing facilities. In a sense I am manufacturing a product based on a sequential series of steps I go through to develop that product (the candidate) through the phases of ‘production’ to completion (starting the job).

I needed this reinforcement to feel that as I attempt to hyperdrive my technique on these certain issues I’m actually headed in the proper direction.

Thank you to Kevin Wheeler for this insight. This article is spot on and added value for me.

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