Get the latest trends on what to measure, how to measure it, and how to use metrics to drive hiring success. Guest speakers: David Earle, CEO, Staffing.org Anne Murguia, VP of Marketing, Jobvite

1. Recruiting Analytics
How Do You Stack Up?
DAVID EARLE, CEO
STAFFING.ORG
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

3. Where we are today
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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)
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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%
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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%
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

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
STAFFING.ORG © 2011

15. Recruiting Intelligence
Using Jobvite for real-time insights into what works

16. The Recruiting Platform for the
Social Web
social sourcing and CRM applicant tracking and recruiting

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

20. …Wherever You Are Recruiting
Facebook
email
Twitter
LinkedIn

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

23. Real-time Dashboards

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

26. twitter.com/jobvite
facebook.com/jobvite
linkedin.com/company/jobvite
www.jobvite.com