If it comes to recruiting metrics, you can select between hundreds of metrics. In recruiting and talent management departments, time to hire, cost per hire, and quality of hire are all important to remember. But what really goes to the core of good recruiters is keeping the talent that they work so hard to find. Not unexpectedly, there are different thoughts, different strategies, and different goals in all.
However, we also have indicators that better predict the hiring efficiency, the effectiveness of individual recruiters, and the overall performance of the organization.
Measure interest in the long-term
Talent retention tests the desire to do it the right way and not the easy way. Yeah, putting the talent in open positions is your job. But finding roles in which people will thrive in the long-term, too, is your job. It is important to find nominees who suit the values and culture of the company.
This isn’t to say you monitor the retention absolutely, or whether people eventually want to remain in a position they’ve been put in. But the most common reasons employees quit a job are, according to recent research; not feeling respected, not being paid enough, and insufficient incentives for advancement. So, place them in positions while you are putting applicants where they can feel valued and layout prospects for advancement. At the very least, let the candidates know precisely what their long-term (and short-term!) ambitions are, along with their salary requirements.
Establish genuine relationships
Knowing about the applicant, what they are really looking for, and how to contribute to a team or organization is paramount in putting them in a position where they can be successful in the long run. What drives the nominee? Many Millennials value a mission-driven, collaborative work climate. If these are your candidate’s priorities, make sure that those match what you’re offering. Create an intimate relationship with each candidate and be honest with the offerings. Transparency and accessibility would help those concerned.
Consider developing a prototype or questionnaire to help candidates focus on their ideal positions, and improve them. Include topics like how they function best, what kind of atmosphere a dream company looks for, or what makes them feel respected. Ask regarding their workweek and aspirations for flexibility, their responsibilities or company values are simply not theirs, and what matters most to them.
We need to find a way to work together
Much because you’re working on a deeper level with the candidate, talking with each team leads to see through what they’re looking for in the immediate term. What are the success indicators of the company? What is the management style of each team (in large measure)? Long-term how can somebody succeed in their role? How do you calculate success? Do they offer opportunities to develop, to learn? Knowing the answers to these questions helps to build consistency that will give the candidates better long-term prospects for success.
Concentrate on creating a communication-based partnership where candidates excel in positions where they are comfortable, where they are respected, and where they live. Clear communication will help you to get your job done better. And the retention rate? We bet they are going to be better than ever before.
Providing acceptance levels
This measure is a straightforward comparison of the number of applicants given a job offer and the number accepted, but its consequences are far from obvious. When your company has an industry-low level of acceptance of the bid, the offers are unlikely to be adequately competitive. If it comes to light that some populations may not embrace otherwise lucrative deals, your talent pool can pose a structural issue that makes these groups dissatisfied with your workplace.