Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score (Part 1 of a 2-part series)

Sample recruiter scorecards 

Champions insist that you keep score. If you understand that concept, you shouldn’t be surprised that one of the best ways to separate champion recruiters from weak ones is to bring up the topic of assessing individual recruiter performance. The worst corporate recruiters and way too many third-party recruiters that I have come across almost instantly react negatively to the topic of individual accountability. Their protests usually include some variation of three different excuses which are, “professionals don’t need to be measured,” “recruiting is too subjective or soft to measure,” or “it’s not my fault, others are to blame.”

In direct contrast, the very best in sports, sales, academia, high tech, entertainment, and yes, corporate recruiting, not only love to have their performance measured but they also like it to be compared and ranked against their peers. If you are a corporate recruiting leader and you want to know which recruiters to reward or to keep (I recommend that you release those who complain the loudest about individual accountability), you need to move beyond broad recruiting department metrics and dashboards and to also develop a “recruiter scorecard” for assessing the performance of every individual recruiter.

“You can’t know whether you are improving if you don’t measure results, and whatever you measure is likely to improve, because it will get increased attention and focus.”

Everything that really matters in corporations is constantly measured and reported, including profit, customer service, and sales. Everyone knows that corporations are measurement crazy, so I have found that by not measuring something (in this case recruiters), you are inadvertently sending a message to executives and employees that whatever you are doing is not strategic or even important (because if it was, we would measure it). So unless you want to purposely send a message that “having top performing recruiters doesn’t matter,” you have no choice but to develop an individual recruiter scorecard.

In a previous article, I provided a hiring and development checklist on how you could distinguish the competencies between an exceptional recruiter and an average one (a RINO). In this article, I will focus on how you can develop a scorecard for measuring the performance of individual recruiters who currently work for your corporation. In the first part of this series, I will provide some visual examples of what an individual recruiter’s scorecard might look like. In part two, I will highlight the foundation principles that you should use to design your scorecard and a list of the 25 possible measures that you should consider including in it.


If you’re wondering what scorecards for an individual corporate recruiter might look like, here are three samples.

Sample #1 — A focus on the percentage of improvement in performance

This sample scorecard compares this recruiter’s performance to the results produced by the average recruiter. It also shows the percentage of improvement of this recruiter from their last scorecard results.

recruiter scorecard 1


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Sample #2 — A year-long assessment of a recruiter’s progress

This sample scorecard lists this recruiter’s performance in each quarter and then summarizes the performance at year-end.

recruiter scorecard 2


Sample #3 — A performance comparison to the best and the best ever

This sample scorecard compares this recruiter’s performance in this quarter to the top performance by any recruiter during this period and the best performance of any recruiter at any time

recruiter scorecard 3

Next week (6/17/13) in Develop a Recruiter Scorecard – Part 2, I focus on the foundation principles that you should use to design your scorecard and a list of the possible measures that you should consider including in it.

Dr. John Sullivan, professor, author, corporate speaker, and advisor, is an internationally known HR thought-leader from the Silicon Valley who specializes in providing bold and high-business-impact talent management solutions.

He’s a prolific author with over 900 articles and 10 books covering all areas of talent management. He has written over a dozen white papers, conducted over 50 webinars, dozens of workshops, and he has been featured in over 35 videos. He is an engaging corporate speaker who has excited audiences at over 300 corporations/ organizations in 30 countries on all six continents. His ideas have appeared in every major business source including the Wall Street Journal, Fortune, BusinessWeek, Fast Company, CFO, Inc., NY Times, SmartMoney, USA Today, HBR, and the Financial Times. In addition, he writes for the WSJ Experts column. He has been interviewed on CNN and the CBS and ABC nightly news, NPR, as well many local TV and radio outlets. Fast Company called him the "Michael Jordan of Hiring," called him “the father of HR metrics,” and SHRM called him “One of the industry's most respected strategists." He was selected among HR’s “Top 10 Leading Thinkers” and he was ranked No. 8 among the top 25 online influencers in talent management. He served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees, and he was the CEO of the Business Development Center, a minority business consulting firm in Bakersfield, California. He is currently a Professor of Management at San Francisco State (1982 – present). His articles can be found all over the Internet and on his popular website and on He lives in Pacifica, California.