How do managers measure the success of recruiters' efforts?
In a quick survey of the companies I work with, I discovered the shocking fact that most of you don't measure whether your recruiters are doing their job or not. Some measure the number of people hired, or the time it took. Others focus more on cost. And a few measure retention over some time period.
While tracking the number of people hired is a nice administrative activity, it adds no value. Time to hire is a useful measure of efficiency and satisfaction, but only if those hired turn out to be good employees after some time. There is only one real measure of the success of recruiting efforts: how well the people recruited perform.
The problem with this measure is that it takes time to see if the people you hired are good performers or not. Both recruiters and managers want to get some idea of success as quickly as possible. Measuring performance also means that a company has to have a process for defining performance and a way to assess each employee. Only a handful of companies that I have worked with have a robust system.
So, given this, how should managers measure the success of recruiters? Here are a few ways:
1. How much time does the recruiter spend with you defining and understanding your needs?
A good recruiter will take as much time as needed to clearly define the job the employee will have to perform. However, you as the manager have to be a major participant in this process and ensure that you are focusing on the few critical skills you need and not the many "nice" ones you'd like to have. They will push back on any vague answers and demand objective proof that a particular competency is really vital for success.
Most managers treat recruiting sort of like Christmas. They make a wish list of impossible or unlikely things they would like and assume they will have to settle for much less. It is far better to rigorously analyze what skills and traits your best performers have and then try to find others with the same skills and traits. Help your recruiters by identifying employees who are extraordinarily good and a few that are average so that a comparison can be made.
2. Is your recruiter responsive, and does he or she have prospective candidates to you within a day or two?
Really effective recruiters will have candidates in the pipeline, prescreened and interested in your company as a possible employer. This requires that your recruiters develop good sourcing techniques and know all the really good people in a profession or job at a variety of companies. The recruiter should have anticipated your needs, proactively pre-recruited a number of candidates, and be able to put them in front of you quickly.
To do this, they need your help. When you go to meetings or conventions, you can start to identify people who might be good candidates at your company. You can keep your eyes open and recommend people to the recruiters. Your can let the recruiter know who among those that work for you are the best employees and try to define why. If you do this as an ongoing activity, even when you aren't hiring anyone, you will help your recruiter to always have a pool to draw from.
3. Do you agree to interview candidates in a timely way?
If not, you are hurting your own ability to recruit good people. Even in this slower time, most quality candidates have accepted an offer within a few weeks of starting their hunt.
Every day you delay an interview you send two messages: one is to the candidate, saying that she isn't all that important or necessary; and the other is to the recruiter, saying that his efforts and expertise are not that important either. Time is the key to successful recruiting today.
4. Are you empowering your recruiters with the tools and budgets they need to be successful?
Candidates today require customized and personalized offers. While most good candidates are motivated by the work they will be doing, it is still very important to craft an offer that meets their needs as exactly as possible. With many offers to choose from, the days of standard offers are almost gone.
When an empowered recruiter can work with a candidate to put together an offer that combines the right pay and benefits, you are all winners. Use you influence and power to ensure that your recruiters have what they need from human resources and from your department to make the best offer possible.
While there are many other things you can do as a manager to make sure you have only the very best candidates and employees, these four will get you started on the right road. Your recruiters will appreciate your cooperation and understanding, and your candidates will find the recruiting process inviting and quick.
Source & Credit: 4 Manager Guidelines for Measuring the Effectiveness of Recruiters :: Global Learning Resources <link updated to site home> ( Search On Cite | Search On Google )
From India, Gurgaon
660In a quick survey of the companies I work with, I discovered the shocking fact that most of you don't measure whether your recruiters are doing their job or not. Some measure the number of people hired, or the time it took. Others focus more on cost. And a few measure retention over some time period.
While tracking the number of people hired is a nice administrative activity, it adds no value. Time to hire is a useful measure of efficiency and satisfaction, but only if those hired turn out to be good employees after some time. There is only one real measure of the success of recruiting efforts: how well the people recruited perform.
The problem with this measure is that it takes time to see if the people you hired are good performers or not. Both recruiters and managers want to get some idea of success as quickly as possible. Measuring performance also means that a company has to have a process for defining performance and a way to assess each employee. Only a handful of companies that I have worked with have a robust system.
So, given this, how should managers measure the success of recruiters? Here are a few ways:
1. How much time does the recruiter spend with you defining and understanding your needs?
A good recruiter will take as much time as needed to clearly define the job the employee will have to perform. However, you as the manager have to be a major participant in this process and ensure that you are focusing on the few critical skills you need and not the many "nice" ones you'd like to have. They will push back on any vague answers and demand objective proof that a particular competency is really vital for success.
Most managers treat recruiting sort of like Christmas. They make a wish list of impossible or unlikely things they would like and assume they will have to settle for much less. It is far better to rigorously analyze what skills and traits your best performers have and then try to find others with the same skills and traits. Help your recruiters by identifying employees who are extraordinarily good and a few that are average so that a comparison can be made.
2. Is your recruiter responsive, and does he or she have prospective candidates to you within a day or two?
Really effective recruiters will have candidates in the pipeline, prescreened and interested in your company as a possible employer. This requires that your recruiters develop good sourcing techniques and know all the really good people in a profession or job at a variety of companies. The recruiter should have anticipated your needs, proactively pre-recruited a number of candidates, and be able to put them in front of you quickly.
To do this, they need your help. When you go to meetings or conventions, you can start to identify people who might be good candidates at your company. You can keep your eyes open and recommend people to the recruiters. Your can let the recruiter know who among those that work for you are the best employees and try to define why. If you do this as an ongoing activity, even when you aren't hiring anyone, you will help your recruiter to always have a pool to draw from.
3. Do you agree to interview candidates in a timely way?
If not, you are hurting your own ability to recruit good people. Even in this slower time, most quality candidates have accepted an offer within a few weeks of starting their hunt.
Every day you delay an interview you send two messages: one is to the candidate, saying that she isn't all that important or necessary; and the other is to the recruiter, saying that his efforts and expertise are not that important either. Time is the key to successful recruiting today.
4. Are you empowering your recruiters with the tools and budgets they need to be successful?
Candidates today require customized and personalized offers. While most good candidates are motivated by the work they will be doing, it is still very important to craft an offer that meets their needs as exactly as possible. With many offers to choose from, the days of standard offers are almost gone.
When an empowered recruiter can work with a candidate to put together an offer that combines the right pay and benefits, you are all winners. Use you influence and power to ensure that your recruiters have what they need from human resources and from your department to make the best offer possible.
While there are many other things you can do as a manager to make sure you have only the very best candidates and employees, these four will get you started on the right road. Your recruiters will appreciate your cooperation and understanding, and your candidates will find the recruiting process inviting and quick.
Source & Credit: 4 Manager Guidelines for Measuring the Effectiveness of Recruiters :: Global Learning Resources <link updated to site home> ( Search On Cite | Search On Google )
From India, Gurgaon
Dear all,
I am interested in Building a pipeline to increase recruiter's responsiveness. Currently, I meet a huge trouble in building a database, keeping contact of the candidates. We don't have a website to store the historical data of candidates. Could you tell me how we can build the pipeline with necessary candidate's informations to access and search whenerver we need?
From Vietnam, Hanoi
I am interested in Building a pipeline to increase recruiter's responsiveness. Currently, I meet a huge trouble in building a database, keeping contact of the candidates. We don't have a website to store the historical data of candidates. Could you tell me how we can build the pipeline with necessary candidate's informations to access and search whenerver we need?
From Vietnam, Hanoi
hi, Could any one help me out with business of contract staffing in India in different sectors as wll as states.What different can be done to make its process more effective. Dyuti
From China, Qinhuangdao
From China, Qinhuangdao
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