The recruiting and staffing function in any organization is not only one of the hardest functions to measure, but also one of the most crucial to evaluate. The success of any organization lies in the speed in which employees are hired, the quality of employees for a particular position, as well as the overall retention rate. All three of these crucial factors lie on the recruitment function’s shoulders, which are usually overburdened enough as it is. At a recent conference I attended and lectured at, the topic of measurements brought an audible groan out of the attendees. We know we should be measuring our output, but are a bit daunted by the task. Many times we are measuring the wrong output and thus not understanding our results. With all of the latest and greatest HRIS technologies to assist us in generating myriad reports, why are we still struggling with where our recruitment budget dollars should go? Let’s simplify this discussion by asking ourselves two questions:
- Are we measuring our hires vs. resumes?
- Are we proportioning our recruiting budget to those sources that result in the greatest amount of hires, not resumes?
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How mature is your hiring process? Answer these 5 questions and find out.
Most often, we mistakenly judge a recruiting source by return in resumes rather than hires. We throw our recruitment source code into our applicant tracking system and measure the response in terms of resumes, but for some reason the source of our “hires” is often “other” in the tracking system. Isn’t the source that results in the greatest amount of quality hires (not resumes) your ultimate measure of success? Often the problem is that recruiters themselves are responsible for tracking the sources where their hires are generated. Unfortunately, measurements are not a high priority when you have over 25 positions that needed to be filled yesterday, not to mention hundreds of candidates calling you wondering about “the status of their resume.” The problem also lies in the fact that your applicant tracking system has created over 500 illegible codes for each recruiting resource you use, and you’re supposed to decipher the code in order to track the hire! I propose a simple one-day project that will result in tangible measurements that you can then work your budget around: First, simplify your recruiting resource codes by keeping them to less than ten resources: Print Advertising, Internet Job Posting, Internet Resume Sourcing, Employee Referral, Headhunter, Job Fair, Radio and Corporate Website. Second, call the last fifty or so hires at your organization and ask them how they heard about your company and came to be hired. Better yet, call fifty of the top performers who have been at your organization for more than 10 months, and ask them how they heard about your company. Break the hires down by department, and enter the information in spreadsheet form. Analyze your data by breaking it down in percentages (e.g. over 40% of our IT hires are employee referrals or less than 5% of our Marketing hires are from print ads). Not only do your recruiters have concrete data for each department as to where they should focus their recruitment efforts, but you also now have measurable quality and retention data to center your overall recruitment budget around. Measuring and analyzing past results equals future success, and allows you to put your money where your results are. That wasn’t too painful, was it?