Your candidates should be psyched, ready to work hard, and have a two-year prescriptive learning and development plan upon arrival.” TWEET THIS
Go ahead and do some Internet-searching. You’ll find lots of good thinking about how to measure the success of a recruiter. Smart money is on the talent advisor who creates benchmarks and scorecards that bring transparency to the recruiting process. I also like talent acquisition professionals who rank themselves against past performance and competitors in the marketplace.
But a lot of that is fancy and complicated for average folks in simple, uncomplicated businesses. That’s why I’d like to make the case that “old school” metrics are still important to track and measure recruiter performance.
Time-to-hire is one of those metrics where there’s more than meets the eye. When you measure the time it takes to hire someone, you are calculating the effectiveness of sourcing channels. You are examining the internal effectiveness and speed of your interviewing process. And you are invariably collecting important data on your onboarding methodologies. Don’t abandon the time-to-hire metric. Dig deeper.
The Cost of Hire is Critical
Even if you work for eccentric moguls like Bill Gates or Willy Wonka, you probably need to hire people on a budget. The cost of hiring someone will never not matter. When you look at the expense of recruiting, you are looking for value. Go ahead and drill down on the effectiveness of your social recruiting strategies, talent communities, and branding initiatives. Think through your job posting methodologies. Crazy millionaire CEOs don’t stay rich by wasting money.
The Offer-to-Acceptance Ratio is About Culture and Fit
I’m a big fan of HGTV. Does your company lack curb appeal? Do you hear “no” more than you hear “yes” when you make an offer? Your offer-to-acceptance ratio can tell you if your culture is a fit or a flop. This recruiting metric is critical and will help you understand if your overall brand and message are resonating in the marketplace.
Retention, Retention, Retention
Some talent advisors hate to measure retention because supervisors, not recruiters, make the ultimate hiring decision. And what does a recruiter care if someone quits? A talent advisor shouldn’t be penalized for events outside of her control, right? Well, no, actually, your slate of candidates should be pre-closed before an offer is made. They should be psyched, ready to work hard, and have a two-year prescriptive learning and development plan upon arrival. If nobody stays for more than a year, it’s time for recruiters and talent advisors to sync up and figure out what’s wrong.
Finally, I think recruiters should be measured by how well they collaborate with other departments. Recruiters should be strategic partners to the business and advocates for the company’s employees. They should understand the crucial role of software, sourcing technology and workforce data play in finding the right people at the right time. And recruiting doesn’t end when you close the requisition. Recruiters must take an active role in all parts of the employee experience — from recruitment to orientation and throughout the entire employee lifecycle.
Measure the things that matter. Use the “core metrics” listed above to track a recruiter’s performance, and watch her shine!
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