| Do your employers know how much value you | | | | candidate's work quality, processes, and so on. |
| provide to them? Do they know how much more | | | | The most important question in this type of |
| value your staffing services offer over your | | | | survey would be to assess the hiring manager's |
| competitors? How do they know for sure the | | | | overall satisfaction with this hiring decision. An |
| strategic value that your company provides? | | | | example of a possible question would include |
| Measuring the impacts to your efforts to your | | | | "would you re-hire the candidate again?". Today |
| employer's bottom-line is one of the most credible | | | | there are many online surveying tools that can |
| ways for recruitment professionals to gain | | | | make this very cost-effective to implement. |
| respect as true strategic business partners. | | | | The purpose of the above quality of hire metrics |
| Quantifying your value demonstrates your | | | | is to provide your employer a tangible metric to |
| strategic value especially at the executive level | | | | prove that you provide quality candidates. In |
| where important decisions are made. Also | | | | developing these metrics, it would be ideal if you |
| accurate and consistent measurement allows you | | | | could align your measurement to your client's to |
| to set goals, chart your progress, and improve | | | | facilitate an easy comparison and benchmark. The |
| your processes to achieve better results. Despite | | | | goal is to show the employer that you provide |
| all the strategic benefits of measuring your | | | | quality candidates, maybe even better than ones |
| recruitment value, many recruitment professionals | | | | they can find. How powerful would it be for you if |
| do not engage in these important activities. There | | | | 90% of your client's managers would hire your |
| are many key measurements related to | | | | candidates again while only 70% would hire the |
| recruitment. We will focus on a few major | | | | ones sourced without you. |
| measurements that can help you demonstrate | | | | Time to fill In the business world, speed is |
| your value as a staffing agency to your | | | | essential to success. The purpose to measuring |
| employers. | | | | the time to fill a vacancy will is to demonstrate |
| The message that you want to communicate to | | | | your responsiveness to an employer's hiring |
| your employers with these measurements is that | | | | needs. The time required for an individual recruiter |
| you help them find quality candidates, quickly and | | | | to fill a vacant position says a great deal about his |
| in a cost-effective manner. The goal is to show | | | | or her market and client knowledge, sourcing and |
| the employer that you can provide a better | | | | screening abilities and processes. Filling a vacancy |
| staffing service than your competitors and | | | | quickly can save your client more than just than |
| maybe even better than the employer | | | | just time. For employers, the time a vacancy |
| themselves. While this may appear daunting, here | | | | remains open can mean lost revenue, |
| are a few simple measurements that can help | | | | opportunities, productivity and so on. |
| support your case: | | | | The time to fill a vacancy can be measured in the |
| Quality of hire | | | | time between receiving your client's request and |
| In today's war for talent, it is important for you | | | | the day your candidate accepted the offer. Be |
| to show the employer that you not only put | | | | sure the start and end dates you chose in this |
| bodies in seats but that you place quality | | | | measurement does not include factors beyond |
| candidates in their organization. The quality of hire | | | | your control. Therefore the start and end dates |
| is one of simplest measurements to demonstrate | | | | you choose will depend on exactly what you want |
| the quality of your candidates. This measurement | | | | to measure. For example, some HR professionals |
| can be obtained from surveys, screening ratios | | | | use the employee's first day of work as the end |
| and acceptance rates.. | | | | point of their metric. For recruitment companies, |
| Screening ratios can indicate the quality of the | | | | this end point may not work so well as it includes |
| candidates you send to the hiring manager. This | | | | project start dates and on boarding processes |
| ratio can be determined by looking at the number | | | | that could be beyond your accountability. |
| interviews granted per application sent. The goal is | | | | Cost per hire |
| to prove that you provide better candidates | | | | In today's business climate, what company is not |
| based on the num | | | | cost conscious? The cost per hire is simply the |
| The offer and acceptance rates can also be telling | | | | total cost of hiring a resource divided by the |
| of quality. The purpose of this metric is to show | | | | number of total hires. Here you simply want to |
| the quality of your candidates based on the | | | | show your employer the cost effectiveness of |
| number of job offers or acceptances per number | | | | using your staffing services on it's own merit or |
| of applications or job interviews completed. For | | | | compared to your competitors. |
| example, suppose the employer interviewed 10 of | | | | Summary |
| your candidates and from this, the employer | | | | While numbers can never articulate the value of a |
| made 6 job offers. In this case, your offer rate is | | | | great recruiter and/or staffing company, it can |
| 60%. Now suppose without your help, using the | | | | help you demonstrate your value and competitive |
| same definition above, the employer's offer rate | | | | difference to the employers that use your |
| is 20%. You now have a compelling evidence to | | | | service. These staffing metrics have a better |
| support the assertion that your employer | | | | chance of being seen at the executive level |
| receives better candidates with your help. Using | | | | where they have little or no opportunity to see |
| offer and acceptance rates is a simple way to | | | | first hand the qualified candidates you provide that |
| demonstrate the quality of your candidates to | | | | become the life blood of their organization. So by |
| your client. | | | | demonstrating that you provide quality candidates |
| A typical quality of hire survey will ask the hiring | | | | in a cost-effective way, you will be taking a step |
| manager key questions pertaining to their new | | | | beyond lip service and a step ahead of your |
| hire. These questions can relate to your | | | | competitors. |