Mais conteúdo relacionado Semelhante a Jobvite Webcast: Recruiting Analytics - How Do You Stack Up? (20) Jobvite Webcast: Recruiting Analytics - How Do You Stack Up?2. Where we are today
Agenda
Where we want to go
Metrics maturity model
Why we haven’t gotten there yet
What’s holding us back
Why we can now
Technology, management thinking
Why you should care
The 21st century recruiting model needs
leaders
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4. What’s worrying you
Impact of External Conditions of Recruiting
Competition for talent
Candidate quality
Labor market conditions
Economic slowdown
Recruiting / staffing costs
External technology (Internet)
The Aging Workforce
Internal technology
Government regulation
Mergers and consolidations
Globalization
Environmental / Green issues
0 0.5 1 1.5 2 2.5 3
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5. Where we want to go
Levels 1 & 2 Levels 3 & 4
Efficiency Marketing
Company keeps credible Company can track
records of TTF, CPH and candidate sources,
behavior, brand
performs near industry
awareness and funnel
norms ratios
Effectiveness Retention
Company can track Company tracks employee
candidate quality, job satisfaction, engagement,
performance and retention (all years) and
retention (1st year) hiring demand (1+ years)
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6. The company uses scenario
planning and predictive analytics
Level 5 to project talent demand into the
future.
Labor market analysis
Demographics by job category & skill
level
Succession planning
Talent movement
Training & development
―What if‖ modeling
Everything tied to the company’s
strategic plan
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7. Time to source
Time to process & select
Time to interview & assess
Time Time to offer
Time to hire
Early Stages
Time to start
Cost per hire (CPH)
Recruiting cost ratio
What world class Cost
Recruiting efficiency ratio
companies measure Number of submits
Number of submits by source
How many more things Cost per lead
Sourcing Analysis Ratio submits to hires
do you need to (by source) Number of hires
measure? Cost per hire
Diversity contribution
Ratio: total resumes / candidates
Pipeline Ratio: candidates / interviews
Quality Ratio: interviews / offers
Ratio: offers / close
Resume vs. job requirements
Candidate Quality Pre-hire job performance (desired) vs. actual
job performance (3 months, 6 months)
Hiring manager: (a) job performance (b) fit
Satisfaction Candidate: after onboarding, 3 months, 6
months; first year turnover
Lower CPH or recruiting cost ratio
Savings from reduced time to start
ROI Contingent staff savings
Reduced vacancy cost
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8. RCR vs. CPH
Recruiter A Recruiter B
15 engineers, $750,000 7 senior mgrs, $980k
salaries, $66k costs salaries, $84k costs
CPH $66k/15=$4,400 CPH $84k/7=$12,000
RCR $66k/$750k=8.8% RCR $84k/$980k=8.6%
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9. Measuring the right things
Will everyone understand what they mean?
Did everyone sign off on them (dialogue)
Does everyone agree they’re important?
Do they relate to corporate and staffing objectives?
Can they be compiled consistently and accurately?
NOTE: Credibility = measuring a few things well, not many
things badly
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10. Not how world class companies measure
Most Frequently Measured Metrics
Time to Fill/Start
First-Year Turnover
Manager Satisfaction
Cost Per Hire
Candidate Satisfaction
Quality of Hire
Interview/Offer Ratio
Offer/Close Ratio
Time to Source
Recruit Funnel Ratio
None
0% 5% 10% 15% 20%
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11. Maturity model – the practical approach
First— time to start, CPH/RCR, resume/job
requirements, hiring mgr. satisfaction
Second— funnel ratios, CPH/RCR by job level, 3 & 6
month HM satisfaction & retention
Third— sourcing analysis, employer branding,
candidate experience
Fourth – begin monitoring the attitudes and
behavior of the workforce
Fifth — begin strategic planning
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12. Why we haven’t gotten there yet
20th century model 21st century model
Industrial model Human capital model
Efficiency Value
No metrics Metrics centered
Old school mgt training New school mgt training
Local labor markets Global labor markets
U.S. top competitor Lots of new competitors
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13. Why we can now
Trends have created the conditions
We have the research.
Management thinking has evolved
Technology has (finally) evolved sufficiently to do
the heavy lifting—i.e. data management & reporting
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14. A quick note about technology
It’s a big, complex topic
It’s now central to all TA and TM
It has been frustrating forever, but it’s getting better
very rapidly
It needs HR ownership, not HR ―usership‖
You don’t have to become a geek, just an educated
user. Know what it can do and what you want it to do
The aim isn’t complexity, it’s simplicity
The best metrics are simple and relevant
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17. It’s Harder Than Ever to Tell What Works
Data integrity hampers cost and quality effective recruiting
5 out of 6 candidates
incorrectly identified
source in a study of
60,000 applications
18. Insights to Drive Quality, Cost and Speed
Source performance throughout the pipeline
for all candidate sources
Social recruiting performance
Career site benchmarking
Standard and custom reporting – with drag
and drop interface
19. Start With Tracking that Works
Automatically
trackable
links embedded everywhere jobs
are shared online,
automatically
21. Key Metrics for Branding and Conversion
Traffic by
category
Referring Sites
Views by job
Forwards
by location
Applications
Interviews by network
Hires
by source
25. “The tracking, reports, dashboards and
complete transparency of all our recruiting
efforts and processes have been a huge time
and money saver.”
Kerry Ann MacIsaac
Director of Human Resources, Conductor