Comments on: Top Recruiting Metrics http://www.ere.net/2008/10/29/top-recruiting-metrics/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Mon, 13 Feb 2012 20:48:24 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Fill vs. Find : ERE.net http://www.ere.net/2008/10/29/top-recruiting-metrics/comment-page-1/#comment-11526 Fill vs. Find : ERE.net Tue, 31 Mar 2009 19:17:45 +0000 http://www.ere.net/?p=4632#comment-11526 [...] About two-thirds of companies use “time to fill” as a metric, a measurement that Stephen Lowisz, for one, pooh-poohs. [...] [...] About two-thirds of companies use “time to fill” as a metric, a measurement that Stephen Lowisz, for one, pooh-poohs. [...]

]]> By: 081105 Daily Links (Nov 05, 2008) | johnsumser.com: Recruiting News and Views http://www.ere.net/2008/10/29/top-recruiting-metrics/comment-page-1/#comment-8421 081105 Daily Links (Nov 05, 2008) | johnsumser.com: Recruiting News and Views Wed, 05 Nov 2008 16:20:18 +0000 http://www.ere.net/?p=4632#comment-8421 [...] Top Recruiting Metrics An ERE - Newman group study provides the top ten things that recruiting departments measure. Notably absent from the list are measured indications of organizational success, recruiting relevance or real cost drivers. In the comments, Jeff Struve suggests some new measures:   -Retention Rates of new hires -Time to productivity for new hires -Forced Ranking potential of new hires -Key New hire voluntary/ Involuntary turnover rate -Mgr satisfaction with on the job performance of new hire  -Manager satisfaction with the hiring process (responsiveness, cost, time) -Salary increase % of new hires vs other employees -Number of months to promotion of new hires -Manager subjective assessment of performance of the hire after 1 and 6 months [...] [...] Top Recruiting Metrics An ERE – Newman group study provides the top ten things that recruiting departments measure. Notably absent from the list are measured indications of organizational success, recruiting relevance or real cost drivers. In the comments, Jeff Struve suggests some new measures:   -Retention Rates of new hires -Time to productivity for new hires -Forced Ranking potential of new hires -Key New hire voluntary/ Involuntary turnover rate -Mgr satisfaction with on the job performance of new hire  -Manager satisfaction with the hiring process (responsiveness, cost, time) -Salary increase % of new hires vs other employees -Number of months to promotion of new hires -Manager subjective assessment of performance of the hire after 1 and 6 months [...]

]]> By: Jeff Struve http://www.ere.net/2008/10/29/top-recruiting-metrics/comment-page-1/#comment-8267 Jeff Struve Fri, 31 Oct 2008 16:07:15 +0000 http://www.ere.net/?p=4632#comment-8267 All of us have a goal of hiring the best employees for our workplace, because we know the impact of hiring and retaining the best of the best will have on our business processes, customer relations, and overall results. Why are companies looking to start measuring and reporting on Quality of Hire? The links between high performing companies and the number and type of high performing employees are obvious. Leading companies with leading HR and Talent Management strategies are searching for methods to show the links between strong Human Capital Practices and Company Performance.This last spring, I hosted a seminar in St Louis on the illusive staffing metric: Quality of Hire. Like my friend Joe Murphy said, the old metrics are not going to show us the way. Some of our research says these that these are some of the new metrics we should be considering: -Retention Rates of new hires -Time to productivity for new hires -Forced Ranking potential of new hires -Key New hire voluntary/ Involuntary turnover rate -Mgr satisfaction with on the job performance of new hire -Manager satisfaction with the hiring process (responsiveness, cost, time) -Salary increase % of new hires vs other employees -Number of months to promotion of new hires -Manager subjective assessment of performance of the hire after 1 and 6 months Design your metrics collaboratively with key stakeholders (CFO, Top managers, and hiring managers) to ensure credibility. Convert your statistics to dollar impacts whenever possible to demonstrate the economic value of recruiting and retaining top performers! The key is tying your talent management strategy and measurements to your business objectives and results. Jeff Struve Human Capital and Talent Acquisition Solutions LLC St Louis, MO All of us have a goal of hiring the best employees for our workplace, because we know the impact of hiring and retaining the best of the best will have on our business processes, customer relations, and overall results.

Why are companies looking to start measuring and reporting on Quality of Hire? The links between high performing companies and the number and type of high performing employees are obvious. Leading companies with leading HR and Talent Management strategies are searching for methods to show the links between strong Human Capital Practices and Company Performance.This last spring, I hosted a seminar in St Louis on the illusive staffing metric: Quality of Hire.

Like my friend Joe Murphy said, the old metrics are not going to show us the way.

Some of our research says these that these are some of the new metrics we should be considering:
-Retention Rates of new hires
-Time to productivity for new hires
-Forced Ranking potential of new hires
-Key New hire voluntary/ Involuntary turnover rate
-Mgr satisfaction with on the job performance of new hire
-Manager satisfaction with the hiring process (responsiveness, cost, time)
-Salary increase % of new hires vs other employees
-Number of months to promotion of new hires
-Manager subjective assessment of performance of the hire after 1 and 6 months

Design your metrics collaboratively with key stakeholders (CFO, Top managers, and hiring managers) to ensure credibility. Convert your statistics to dollar impacts whenever possible to demonstrate the economic value of recruiting and retaining top performers!

The key is tying your talent management strategy and measurements to your business objectives and results.

Jeff Struve
Human Capital and Talent Acquisition Solutions LLC
St Louis, MO

]]> By: charles handler http://www.ere.net/2008/10/29/top-recruiting-metrics/comment-page-1/#comment-8240 charles handler Thu, 30 Oct 2008 17:37:08 +0000 http://www.ere.net/?p=4632#comment-8240 I agree with Joe. Not one of those metrics listed looks at candidate quality in terms of the ability to perform on the job. I continue to be amazed by what I see as a lack of interest in looking at the real ROI related to the hiring process. I agree with Joe. Not one of those metrics listed looks at candidate quality in terms of the ability to perform on the job. I continue to be amazed by what I see as a lack of interest in looking at the real ROI related to the hiring process.

]]> By: Joseph Murphy http://www.ere.net/2008/10/29/top-recruiting-metrics/comment-page-1/#comment-8230 Joseph Murphy Wed, 29 Oct 2008 21:17:52 +0000 http://www.ere.net/?p=4632#comment-8230 Measurement creates focus. Without seeing the options in the survey, the responses listed focus on tasks, expenses, work-load and head count throughput. Staffing is a business process that by its nature includes outputs such a: waste (120 day separation rate and its related costs), rework (replacement costs for 120 separations) and performance variation of new hires (performance/productivity range from best to worst hired). These process measures seem to be lacking the attention they deserve, as each has real dollars and economic impact associated with them. These are also the types of measures used to monitor other business processes, thus hold a certain familiarity with the CFO. Cost per hire, while interesting, is not a business driver. Open reqs per recruiter is a measure of load, but void of relevance to the process efficiency, recruiter resources for differentiating among candidates, hiring manager availability and the like. Staffing process owners will gain greater attention, credibility and funding when the metrics focus on the economic impact of the product delivered – new hire productivity. Think its time for better metrics? Go figure. Joseph P. Murphy Shaker Consulting Group Developers of the Virtual Job Tryout® Measurement creates focus. Without seeing the options in the survey, the responses listed focus on tasks, expenses, work-load and head count throughput.

Staffing is a business process that by its nature includes outputs such a: waste (120 day separation rate and its related costs), rework (replacement costs for 120 separations) and performance variation of new hires (performance/productivity range from best to worst hired). These process measures seem to be lacking the attention they deserve, as each has real dollars and economic impact associated with them. These are also the types of measures used to monitor other business processes, thus hold a certain familiarity with the CFO.

Cost per hire, while interesting, is not a business driver. Open reqs per recruiter is a measure of load, but void of relevance to the process efficiency, recruiter resources for differentiating among candidates, hiring manager availability and the like.

Staffing process owners will gain greater attention, credibility and funding when the metrics focus on the economic impact of the product delivered – new hire productivity.

Think its time for better metrics? Go figure.

Joseph P. Murphy
Shaker Consulting Group
Developers of the Virtual Job Tryout®

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