Part 1 of our series on useless, traditional recruitment metrics
If you were to review an organisation’s recruitment performance dashboard, what would you expect to see? Typically cost per hire, time to hire, sourcing percentages and various numbers highlighting how many candidates made it to interview and then how many got offers?
Do those numbers really help you understand how well you are hiring? Do they allow you to improve your recruitment process or measure whether your recruitment process is effective or not?
In fact, they may be taking you down a route that negatively impacts hiring performance.
We believe you are tracking and measuring the wrong parts of your recruitment process. In this blog, we are going to take a look at the time to hire metric…
This measure has no relation to either the quality of candidates or the quality of the recruitment process (we call this Hiring Quality for those of you who haven’t read our previous blogs).
If your average time to hire is too high and you are getting pressure to reduce it, then you will do what you can to speed up sourcing and pre-screening candidate activities. Result! Time to hire will reduce, let’s greenlight this KPI. However, it is more than likely that the quality of candidates being submitted to Hiring Managers will plummet.
If you do not measure the quality of shortlisted candidates, will this be apparent straight away? Probably not. However, six months later when you start receiving fierce feedback from disgruntled Hiring Managers then don’t say we didn’t warn you!
Your time to hire KPI will look great when you present to your boss, but your Hiring Manager customers will not be happy. And your boss will probably hear about this too!
Secondly, this single, standard recruitment metric doesn’t take into account the difficulties that can occur in recruitment. Nor does it take into account the date a new hire needs to start. You could recruit quickly and deliver on time for roles where there is no urgency, but recruit slowly and late where there is and still meet your time to hire target.
Also, we can pretty much guarantee that at the beginning of a new brief, your ideal time to hire and the Hiring Manager’s ideal time to hire are probably very different. Meaning this KPI becomes even more inadequate.
However, our Hiring Quality recruitment metric addresses these issues.
It measures candidate quality and hiring process quality for each individual role – it doesn’t take the however many million roles you are working on at one tie and group the good and the bad together skewing your figures.
As part of measuring each role individually, there is a quality score relating to the requirements and expectations of the Hiring Manager that you agreed at the beginning of the process (another great part of our platform!). So no more “he said, she said” back and forth when you and your Hiring Manager can’t agree on interview dates.
Recruitment teams need to move away from easy to measure but sometimes useless recruitment metrics like time to hire. It is time to start to measure and use the future talent acquisition metric of choice – Hiring Quality.
Please feel free to let me know your thoughts on the time to hire metric, do you agree or disagree? Leave us a comment below and we will be sure to get back to you!