In 1999, I was studying for a Masters degree in Political Science and answered an ad in the Washington Post (hardcopy edition, of course) for a research associate position – little other information was offered in the ad – at the Corporate Executive Board. The best practice case study firm had recently gone public and was in the midst of tremendous growth.
Shortly after a two-step hiring process – a telephone screen and single interview at CEB’s then headquarters (the Watergate building, karma to a student who was writing a thesis on President Richard Nixon) – I was hired into the general research pool and assigned to Corporate Leadership Council, the HR research business unit. Still, I knew little about the company I would be joining, other than the details included on the company's website; despite that, I had a tremendous career with CEB and greatly appreciate the coaching and training received while there.
Of course, much has changed since 1999 with respect to how organizations’ engage and recruit new employees, much of it a consequence of new processes (behavioral interviewing, personality tests, etc.) and technologies (using social media to broadcast the open position, LinkedIn to source passive candidates, recruiting marketing to interact with pre-candidates, etc.).
From my workforce analytics perspective, it made me wonder whether recruiting metrics have kept pace with process and technology transformation? Or are firms still largely reliant on traditional measures of recruiting pipeline management?
This is the second in a series of blogs that endeavor to share some ideas on current approaches to measurement in specific talent management domains, and is written for the practitioner in that field. The first blog, on learning analytics, can be found here.
Contributing to this blog are two colleagues who are well-versed in recruiting trends. Will Staney is a Director of Recruiting for the SuccessFactors Talent Management organization, while Brent Ellis a Director of Recruiting Product Strategy & Sales at SuccessFactors.
1. What’s conventional practice for using data to measure the impact of recruiting?
Traditionally, most SuccessFactors Workforce Analytics customers have focused on integrating their other talent management data (performance, engagement, mobility, diversity, etc.) with measures of hiring activity and process effectiveness:
As concisely described in the SuccessFactors Staffing Metrics Pack (part of the Workforce Analytics application), such measures can provide a wealth of important information, including:
Of course, poor data quality can inhibit any effort to provide solid recruiting metrics. “Put yourself in the shoes of your Head of Recruiting,” says Will Staney. “They have to use the numbers coming out of the applicant tracking system but are well aware that the raw data is prone to human error. A classic example of this is recruiters who must choose the candidate source (referrals, job boards, career fairs, etc.) from a drop-down list; if they don’t know the source, or if it isn’t listed, they probably just select one at random.”
2. What’s missing from this approach?
Assuming that your organization has the ability to mine its applicant tracking data (in contrast to the VP of HR at one Financial Services organization who told me that “we have lots of recruiting data…we just don’t use it”), two obvious challenges are:
3. What might be examples of foundational metrics to apply to recruiting?
Beyond the basic metrics (cost per hire, time to fill), consider a range of metrics that illustrate the depth of the internal/external recruitment pipeline:
4. What about more advanced analytics?
In order to provide better visibility into the entire sourcing/recruiting process and organizational impact, here are a couple of suggestions for ideas/frameworks to use:
5. Any final words of advice?
Regardless of what kind of work you perform, information overload is a real threat to productivity and decision-making; we are bombarded with data on almost every conceivable subject. Before diving into processes for collecting, aggregating, and synthesizing data, take a step back and ask “what 3-5 metrics will offer our recruiting teams the best insights into the sourcing/recruiting process?” Start small and deliver value.
In my next blog, I will take a look at workforce analytics in the realm of Performance Management. Enjoy the final days of summer!
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