Comments on: Three Ways to Measure Your Performance

By: Cyndi Camarillo

Cyndi Camarillo — Thu, 20 Mar 2008 02:37:00 +0000

For this very reason, I left my last employer. I had a manager who was in compentation for 25 years and then was put in charge of staffing. Needless to say the job became all about the numbers.

Interesting enough when I left, my review was ‘upgraded’ and certain low ratings and comments were deleted…….

By: David Lynn

David Lynn — Thu, 20 Mar 2008 02:25:00 +0000

Bill Hunter is absolutely correct in questioning why Recruiting is the only function that is measured on criteria over which it has no control or influence.

I’ve posed the question here before and I don’t recall a single appropriate response, so I’ll ask it again:

Can someone please provide even a single concrete example of a ‘corporate’ entity which puts it’s money where it’s mouth is and formally rewards it’s own in-house recruiters on the retention of their hires?

For our purposes here, let’s agree to define ‘corporate’ as a company which hires people directly to it’s own payroll on a full-time basis for it’s own business needs. This would include the concept that their in-house recruiters are primarily paid on a base salary model, rather than per hire. So, we’re not including third-party/agencies and we’re not including staff-aug type businesses; although a first-tier type consulting firm would be ok (as their recruiters tend to be paid on a salaried basis). Also, this is limited to how the company rewards it’s own full-time in-house recruiters, not how they compensate contract recruiters. This challenge is also open to all of ERE’s esteemed authors, too.

Perhaps Dr. Sullivan, in his vast and authoritative research, has come across such a company and would present a full article on how that company works their program? Now that would be an article that would be beneficial to the Recruiting community – especially as opposed to shamefully blatant attempts to provide publicity (surely no vested stake, right?) for offensive and horribly outdated business models like Yellojobs – a model which already died a rightful death back in the early 80′s.

The ERE professional recruiting community would likely benefit from someone publicly posting here the name of even one single corporate entity that officially rewards it’s recruiters for retention of their hires.

I sincerely hope I’m wrong, but I don’t think such a corporate entity is out there. So, please, prove me wrong – let’s hear from you!

By: Irv Naar

Irv Naar — Wed, 19 Mar 2008 12:19:00 +0000

Stephen
I don’t necessarily discount anything you said, however, keep one thing in mind….in military recruiting, once you got them in they couldn’t get out.

By: Bill Wager

Bill Wager — Wed, 19 Mar 2008 02:16:00 +0000

Stephen.

Your post is the first sensible thing on metrics I have read.
The world of corporate recruiting is frequently a theater of the absurd. The driving imperative seems more to ‘get a place at the table’ than to create transparent performance accountability.
Why, one would ask, for example, would CR’s even consider retention as an issue? Considering that they have no control over the work environment.
What other corporate department or function seeks responsibility over something for which it has no authority?

By: Stephen Shearman

Stephen Shearman — Tue, 18 Mar 2008 05:31:00 +0000

Michael,
Great topic. Since crossing over from military recruiting (16 yrs) to (now) corporate recruiting / sourcing, I too have asked many internal and external recruiting industry sources (i.e.: experts); ?what is typically measured in corporate recruiting/sourcing teams?? I have ordered and downloaded almost every recruiting ‘metric measuring’ article, book and pod cast available and have found little in way of real and effective tools to measure activities and results. Usual measurements are: time to fill, cost per hire, quality of hire, etc. It is my opinion that these measurements are very ineffective because they don’t measure activities – only distant results (and even then they have limited individual recruiter relevance). To me, real proactive recruiting success comes when a recruiting manager can measure standardized key recruiter daily, weekly, monthly, yearly data that measures recruiter/ing activities, analyze key data and create standards to provide individual and team objectives. Measurements we used in military recruiting (I am adding my own sourcing criteria):
1) Search Activities: search strings, qty resumes generated, actual leads generated.
2) Prospecting of Leads: telephone calls (inbound/outbound), emails (inbound/outbound), area canvassing, referrals.
3) Processing: leads turned to Prospects, Prospects given to recruiter, prospects (now candidates) screened by Hiring Manager, Interviews, offers presented, and hires.

With three months of this type of ‘activity’ data collection, we can perform analysis and compute a number of proactive ratio tools to include:
1) Standards of Effectiveness (SOE) of any prospecting activity.
2) Business Percentage (BP):
3) Closing Ratio (CR);
4) Sales Ratio (SR):
This data collection, analysis, ratios and eventually the computation of individual and team search, prospecting and processing objectives (# of searches, # of leads, # of prospects, etc) needed each day, week and month. This type of systematic data collection and systematic recruiting is the basis of additional recruiting elements: organization, standardization, management, training, integration and action. I am not a corporate expert, but it worked in military recruiting. Respectfully, stephen.shearman@tyson.com