One Step Beyond 6 Good Metrics

Christen Uber July 16, 2008

Recently, while perusing ERE.net I came across an article 6 Good Metrics written by Stephen Lowisz. Lowisz’s article focuses on the evolving skills and roles recruiters are finding necessary to execute to be deemed effective in today’s recruiting arena. Complimenting these two factors, Lowisz also points out as much as the role of the recruiter has changed, so should the metrics from which their performance is measured against.

The recruiter of today has to move from being transactionally driven to relationship-driven. Recruiters are now sales professionals responsible for prospecting, building relationships, and advancing the sale. This function change requires the metrics associated with success of today’s recruiter to change as well.

Lowisz goes on to propose the 6 metrics and how they are defined from which a recruiter’s effectiveness should be graded against:

1. Performance/Quality of Hire
2. Manager Satisfaction
3. Source of Hire
4. Referral Rates
5. Candidate Satisfaction
6. Pipeline Development

I totally agree with Lowisz’s article and the suggestions he makes. However, I felt he missed a crucial elements that goes beyond the 6 good metrics - consistent feedback, follow-up and change. Over the last 18 months, I have been a part of Bernard Hodes’ QTrac practice where we have consulted with our clients on how to capture the Voice of their Customers at every stage of the Employer Brand Life Cycle. A few of those clients have been particularly focused on the Candidate/Applicant and New Hire Experience where the recruiting process, recruiters and hiring managers have the greatest impact. All of the clients are trying to improve the overall ROI in the beginning of their Employer Brand Life Cycle hoping these efforts increase employee engagement and retention long term. The biggest differentiator among them is what they actually do with the metrics once they have it.

Companies who improve their Employer Brand consistently do the following

1. Gathering the information is supported and deemed important from Senior Management down
2. The importance of participation, i.e. candidates, employees, hiring managers completing the surveys, is consistently communicated at every opportunity and through multiple company channels.
3. Feedback is given to the participants (at a very high level) regarding the results and the changes they can anticipate. If an employee provides the company with their opinion but does receive feedback or see changes their drive to participate will diminish.
4. Communicate the metrics to all departments or individual contributors on a regular basis so continuous quality improvement of processes or individual performance can be achieved.
5. Ensure everyone who is receiving the metrics understands how to interrupt the information.
6. Raises the performance expectations. Continually re-evaluate baseline performance levels and challenge the departments or individual contributors to execute their roles, responsibilities and processes at a higher standard.

Posted in Employer Branding, HR Metrics, HR Benchmarking, Recruiting, Recruiting Consulting, Sourcing