1. Measuring Recruitment

2. Key Considerations  Degree of Centralization  Size of the Organization  Role of HR in recruitment  Systems Maturity

3. What Firms are Measuring Today 2001  Cost of Employee Behaviors (absenteeism, smoking, etc.)  Turnover costs  Employee Replacement Costs  Economic Benefit of additional recruiting  Economic Benefit of various training levels  Economic Benefits of high, medium and low performance on a particular job 2006  Time to Fill  Offer Acceptance Rate  Training Investment (ROI)  Cost of Hire  Employee Replacement Costs  % of employees trained  % employee utilization  Voluntary & Involuntary separation rates

4. Hiring rate Hiring rate Executive satisfaction Executive satisfaction R.O.I. by employee R.O.I. by employeecategory Response rate (attraction power) Query response time Referral rate Acceptance rate On-boarding time Conversion rate on Internal referrals Candidate satisfaction (with recruitment process) Early days turnover ratio Job progression rate Internal client satisfaction Gap-to-Hire cycle Time % Appropriate closure Cost per recruit HR OPERATIONS STRATEGIC ALIGNMENT PROSPECTS RECRUITS

5. Strategic Alignment Question  How many Candidates do you need?  Are you meeting Executive expectations?  Are we getting our money’s worth? Metric  Number of Candidates you need to find by level, role, and skill set.  Satisfaction survey and interviews with key business leaders.  ROI of recruitment activity in relation to avoided cost of turnover.

6. Prospects Question  Which methods for finding new talent are most effective?  How long does it take to find the types of talent you need?  Are we a preferred employer?  How quickly do you respond to qualified talent?  Metric  Response rates for all recruiting tactics: web site, advertising in media and direct mail, job fairs or other events, referrals etc.  Rate of talent acquisition by level, role and skill set (time to hire).  Referral rate.  Turnaround time for candidate inquiries received via Web site, email, phone, regular mail, referrals and events.

7. HR Operations  Question  How do you decline candidates who are not appropriate while ensuring that they send you referrals? How can you decline them graciously?  Are your internal clients satisfied with your ability to support their recruitment needs?  How quickly are we filling positions?  How much does it cost to support the recruiting process?  Metric  Time to decision and time to follow-through communication and appropriate closure.  Internal Client Satisfaction Surveys and interviews.  Cycle time from when the need is identified to start date.  Aged “request” or “vacancy” reporting.  Time and money associated with recruiting.

8. Recruits  Question  Is our process recruit friendly and effective?  How quickly do new recruits become functional in their role?  Can you manage/handle their referrals?  Are the new recruits staying?  Metric  Candidate satisfaction with the recruitment process (via surveys and interviews with new hires).  On-boarding time.  Job progression rate.  Conversion rate. Number of repeat referrals.  Early days (3-6 months) turnover ratio.

9. How to Calculate Common Metrics  Formulas necessarily differ from organization to organization and MUST consider both hard and soft costs that impact the organization most profoundly.  These are just the “formulas” – creating the numbers that fill the formulas is the trick!

10.  Metric  Accession Rate  Cost Per Hire Cycle Time (time to fill)  Offer Acceptance Rate  Description  New Hires + Replacement Hires Total Headcount __ Hiring Costs__ _ New + Replacement Hires  Days to Fill (from requisition) New + Replacement Hires Offers Accepted Offers Extended