The HigherOut Recruiting Framework Assessment (RFATM)

Dan MedlinMobile: +1 512 750 6740E-mail:dmedlin1@yahoo.comStrategic Talent Acquisition Re-engineeringDan MedlinTalent Acquisition Manager Education: Master of Education, Counseling and Career Guidance, Texas State University

Years Experience: 24

Scope of Role:Setting the vision for successful talent acquisition; and motivating, leading and training the HR team, locally and globally to engage with and deliver on that vision.Oversight of all staffing and personal attention on Priority role recruiting efforts. Improving talent-pipeline development, through connections with universities, trade groups, professional associations and networking groups.Managing implementation of, training on, access to and use of applicant tracking systems and related technologies needed for global recruiting. Managing agency/headhunter relationships and agreements, controlling cost and driving performance. Managing global recruiting data and reportingDriving the improvement and communication of our Global Employer BrandCompetencies:Staffing/Recruiting: Significant (15 years) experience in corporate, agency and independent headhunting, both local, national and global. 12 million+ Linkedin network.HR Generalist: 5 years HR Generalist experience throughout 15 years in HR/Recruiting, including Payroll, Comp, Benefits, ER and legal complianceGlobal Exp: Travel to and support remotely UK, Sweden, Germany, Switzerland, Austria, Algeria, China, Korea, Taiwan and Singapore.Training: 10 years early career in management role within Higher Education included training and teaching experience. Ongoing delivery of training and public speaking throughout HR career. January, 2012

Key Successes 2010 - 2014: Implemented enhanced structured, behavioral interviewing based on new Samsung core valuesReduced Days to Fill by 17% in one Quarter and filled 92 positions in first 2 Quarters with Samsung.Developed a GE Energy / Wayne global Recruiting Business Process and trained global team on strategy. Filled 222 requisitions at an average of 60 days per requisition over 14 months using an agency in only 23 instances. Potential cost savings = $1.15million. Enhanced Waynes access to and use of top tier technologies needed for global recruiting. On-boarded Sweden and China to ATS. Added capability for global staffing throughout Asia, Europe and North Africa. Managed agency/headhunter relationships and agreements. Obtained global agreements lowering cost in Europe from 30% average fee to 20% average fee.

2After implementing Strategic Talent Acquisition Re-engineering you can expect to:Reduce cost and time per hire and increase efficiencyEstablish your company brand as an employer of choiceSecure and retain the best talentIncrease employee engagement Achieve a better candidate and hiring manager experienceImprove and sustain company productivityIncrease market presence, sales, growth, and profit!A full Recruiting System Assessment to identify leaks, barriers, time-wasters and quicksandA Defined Recruitment Business Process that is Predictable and SustainableIntegration of a best-in-class Applicant Tracking SystemCompany Branding for more effective employment marketingWell defined job descriptions which provide legal compliance and effective marketingA data repository with portal access to recruiting process forms and documents as well as policies, to prevent duplication or inconsistenciesThe Essential Components of a comprehensive Strategic Talent Acquisition Program :andThe Essential Components of a comprehensive Strategic Talent Acquisition Program :Pipelining/Succession Planning to maximize the utilization of current internal talent and incoming candidatesA BROAD candidate sourcing strategy that includes full use of traditional and next generation (Web 2.0) techniques and toolsAn overall integration of pro-active recruiting strategiesTraining of ALL stakeholders and key players on the traits and behaviors necessary for successful recruitingStandardized, Legal and Repeatable screening, interviewing, assessment & selection processesMetrics & Reports for ongoing analysis to insure ongoing success

Assess the current model of your talent acquisition business processIdentify Leaks, Barriers, Time-Wasters and QuicksandAnalyze the cost and Return on Investment of your current strategyGenerate process maps and deliver recommendations for efficiencies.What is A Recruiting System Assessment?The Recruiting System Assessment should identify:

Inefficiencies(Leaks)

Barriers

Time-Wasters

QuicksandSample Issues identifiedNew Requirement DefinedJob Order WrittenAssess Current Talent Pool

Time-WastersNo template Job Order format, creating from scratch each time

Inefficiencies(Leaks)No pipeline of existing talent with searchable skills, lost opportunity to promote, possible turn-over of un-promoted talentMore Sample IssuesNo access to or awareness of appropriate testing strategy

Barriers

QuicksandWhy this happens: Unclear requirementsLast minute change in needs Lack of pre-determined screening questionsLack of adherence to screening plansSeeing lots of great candidates but cant make a decisionRecruiting System Assessment: How its doneExecutive and Management BriefingsMeet with the executive leadership of your organization to develop a clearly defined and communicated strategy that illustrates the brand message, target candidates, primary sources, and desired talent profiles for the future growth of your organization.Survey senior managers and key stakeholders to gather input on what is working and not working with the current talent acquisition strategy. Meet with your HR and recruiting staff to gather details on the current recruiting processes, policies and practices as well as to define metrics for future assessmentRecruiting System Assessment: How its doneReview all corporate recruitment policies, process documents and related material. Review all current recruiting forms and toolsReview and document all technology employed in the recruiting process throughout the organization.Applicant Tracking SystemWeb Search ToolsDocument RepositoryAnalyze your Candidate Sourcing StrategyAnalyze your current corporate Brand for attracting and retaining employees

Recruiting System Assessment: How its doneRun the program!One cannot truly KNOW where the leaks, barriers, time-wasters and quick-sand are until one EXPERIENCES the program, through its full lifecycle

Recruiting System Assessment: How its doneRecommendations for SuccessPrepare a comprehensive report on your current state of affairs and recruiting readiness. Include both the current and desired models, including leaks, barriers, time-wasters and quicksand; and the appropriate responsesAssess your current state of competiveness in your industry and develop a vision of your potential.Develop a slate of prioritized recommendations, listed as (A) critical, (B) necessary and (C) optional.Develop a budget / estimated cost, recommended vendors (as appropriate) and expected timeline for implementation.Developing, Defining, Integrating and Managing a Recruitment Business Process that is Predictable, and SustainableRecruiting Business ProcessThe Recruiting Lifecycle - PhilosophyWhole Life Full LifecycleAlways recruitingFrom the day we begin to market a position and source candidates, to screening, interviewing and selection, to hiring, orientation and training, through performance appraisal and career growth, and even through the process of separation and outplacement, we must continue to cultivate a positive relationship, know and be known with our candidates, market the culture and strong points of our company, identify andaccentuate the candidate's knowledge, skills and strengths and inspire above-and-beyond performance. -Dan Medlin, PHRDeveloping the Business ProcessRecruiting LifeCycle - IllustratedDefining the Business ProcessSample Recruiting FrameworkYesNoCandidate Tracking SystemRecruiting Lifecycle ProcessesRequirements Gathering and Job Posting:Take a thorough job order ask 3 more questionsStart date, budget, job description, requirements and preferencesMore information will be presented in the Job Posting discussion under Candidate Marketing strategiesSourcing and Pipelining:Use traditional and next gen tools and techniquesCheck your database FIRST before posting a job on the webMore information will be presented in the section on Candidate Marketing strategiesCross-Polinization:Always consider internal talent FIRST promotes company morale and cultureMore information will be presented in the section on Candidate Marketing strategiesScreening, Interviewing and Selection:Follow your timelines and hold each other accountableWork the requirement until it is closedMore information will be presented in the section on a Standardized Selection ProcessHiring and Orientation:Move through any background checks, drug tests or credit checks quickly and with full disclosure be prepared with all forms and procedures immediately on selection.Keep rolling out the red carpetSchedule an Orientation within 2 weeks of start date, if not on first day

Keys to Success - Know your Business Understand your company needs, projections, future development, culture, trends and recruiting competiveness.Meet and build relationships with EVERY hiring managerUnderstand all open requirements in the organization and the priority of various recurring openingsEngage key internal talent in the recruiting, interviewing and selection process, but not to the point of slowing the process to a crawl.Integrating the Business Process

Business Process SCRUM MeetingsDaily (at beginning), then Weekly status meetings Virtual meetings as neededExecutive QueriesHiring Manager interviewsTeam checksRoles and ResponsibilitiesAccountabilityAgile ProcessesManaging the Business Processtailored to your needsTight Budget SolutionsBest in Class applicationsWhat your ATS should and should not doCost vs. Quality

A Best-in-Class Applicant Tracking System

Tight Budget SolutionsInbox Recruiting: MS Office: Outlook, Excel and WordCustom SQL Server SystemMS AccessACT GoldCATS

Best in ClassBrass Ring Taleo PeopleSoft (Oracle)Full ServiceADP Virtual EdgeHiredeskPeopleClick/Authoria

Best in Class and Full Service Applications:Your ATS: What should it do?What should it NOT do?................Ask for 100% of your requirements, expect to get 80%. Your expectations should be exceededCost vs. QualityA Rose by any other nameNo test drive, no saleShow me the carfaxAsk your gen-Yrs to try itAsk your Boomers to try itDont buy features you will not use (and if they cant adjust the price or drop features you cant use keep looking)Do buy features you are going to need now and soon down the road (and if they cant tell you how soon they will integrate planned features you will need in the future keep looking)

Boost your existing brandLeverage internal marketing, sales and PR relationshipsEnlist employees in your recruiting network Create the public image you wantBuild your Company Brand for more effective recruiting

EMPLOYER / COMPANY BRANDINGEmployer branding reflects an organizations strategy to intentionally create a specific perception of employment at the company. Employment branding is important for companies that desire a competitive edge in recruitment and employee retention. Employment branding helps to define corporate culture, cultivate company values and strategically deliver an organizations message. There are many reasons for employment branding and few, if any, reasons against it, so employers are justifiably interested in developing employment branding strategies. The Key Branding QuestionsWhile there are many ways to develop them, effective employment branding strategies will require some variation on the following questions:Are you an employer of choice?What are the selling points of your company?Why would a candidate CHOOSE to work for you?

Documenting your BrandDevelop a brief statement on your history, industry, products/services. Describe the industry experience, business prowess and personality of your top leaders.State the core principles / values of your company.Provide the vision statement of your companyHow do you want your company culture described?How do various levels of employees describe working at your company do you have some quotes, testimonials, results from employee surveys?What quality of life perks come with employment at your company?In what ways is your company involved in the communities where you have a presence?Generally, where do your compensation ranges fall against market rates?Provide a high-level description of your benefits package.

Benchmarking your BrandHave you benchmarked your company against your competition for various classes and types of employees with regard to your company culture, perks, compensation and benefits? If yes, how do you fare? If no, how do you think you fare?

Showing off your Brand (pt 1)In an interview with a new candidate who is visiting the HQwhat features of the facility should every candidate be shown?who are key people they should meet? where should interviews be held?what accommodations can be offered to roll out the red carpet?

Showing off your Brand (pt 2)Using Social Networking ToolsLinkedin ProfileFacebook pageTwitterActive managementRecruit networkers in the organizationGuidelines for proper social networking

Promoting the Employer BrandHow is the message spread? - ITS A VIRUS!!In all your communications, especially discussion-board posts and bloggings, provide hyperlinks to company website(s) and press releases to increase viral networkingRe-Tweet, blog about and discuss Press Releases, public news or blog posts that contain positive information about the companyHR Generalists, specialists and recruiters should take lead in online networking and promotion of the Employer BrandWhenever we identify other employees on networking sites, we should connect 1:1 to increase our network strength.Employees with strong online networks (especially employees in sales, marketing, etc.) can be coached and encouraged to spread the consistent Employer Brand message.

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Using traditional and next generation techniques and tools, including best practices in:Well-defined Job Descriptions (legal and effective)SourcingWeb miningJob postingNetworking with User GroupsHosting and Attending EventsJob FairsTargeting passive candidates

Initiating a BROAD Candidate Sourcing StrategyOne Net HireCandidate PipelineFROMTOChanging the Mindset.UniversityVisitsDatabase SearchesQualifiedhiresAll candidates apply online, feeding into the ATSBuilding the Pipeline.Job PostingsDraw in candidates to pipelineSell Company add sizzleThorough, but no red tape languageNice-to-have vs. Must-havePost the compensation rangeDetail the benefitsSell the longevityInclude EEO and VETS compliance statementNo discriminatory language: implications toward age, race, gender, etc.CANDIDATE SOURCESInternal promotions or lateral movesReferralsCollege, University and Trade School recruitmentProfessional AssociationsWeb Sites/Job BoardsOther Web ResourcesWeb Mining

Cross PolinizationConsider internal candidates firstConsider training and promoting from within firstConsider relocations across the enterprise vs. the cost of hiring and training locallyEvery candidate/resume has potential value, as a future hire or to refer elsewhere within the organization or to vendors, partners or business network contactsReferralsReferencesReferrals from Placed CandidatesAsk for 3 names from every startOutplacements2nd choice candidatesProfessional AssociationsSoftware User GroupsMeetUp groupsLinkedin GroupsTech GroupsManagement, Marketing and Finance Networking GroupsSources for both passive and active candidates, as well as referrals.PMI chapterIEEE AssociationCredentialing groups

Colleges/UniversitiesTrade SchoolsTraining Firms

Major Web ResourcesJob Posting / Candidate Database SitesMonsterCareerBuilderHotJobsIndeedSocial and Business Networking SitesLinkedINFaceBookXing

FREE Job Posting / Candidate Database SitesState Workforce CommissionAmerican JobsCraigsListUtilize the ATSFully utilize the rich features of your Applicant Tracking SystemCandidate DatabaseSearches and AgentsAuto-NotifiersScreeners and FiltersWeb MiningGooglingConference WebsitesAssociationsUser GroupsDiversity GroupsBlogs, Chat groups

Social and Business Networking SitesLinkedINNaymzPlaxoXingTwitterFaceBook7 Basic Rules for Successful Online NetworkingChoose the right toolsLinkedin is #1 in the world for business professionals who are networkingFacebook is considered mostly social, but is the #1 tool for reaching millennialsXing, Viadeo, Naymz, Meetup, and others are helpful if you can manage the timeUse YouTube to release approved video content day in the life or community impactTwitter is an essential tool for fast messaging to your networkWordpress is an excellent site for an external blog.Create and complete your profile, with photo and your professional summary and title. Use language from the Branding info provided by the company. Connect / Hyperlink your profile to the company profile and company affinity groups.Search and find people you know, professionally and socially, and get connected. Search and find all co-workers and get connected.Make recommendations of good professionals you know. Get 3+ recommendations for your professional career from past managers and peersJoin groups related to your interests, your location and the business of our company. Join groups where you can find candidates we need.Be a good citizen: (kind, helpful, positive, avoid controversy) Stay active as time permits: (participate in discussions, keep connecting, meet potential candidates and send them info on the company.Online Networking.

How do I RECRUIT on Linkedin ???It begins with having a good networkMarket job in your status updateSearch your network for matching candidates and send them an intro to the job and a link to the job postingAsk your network for referrals by sending the same content.Join the right groupsMost groups have an internal job board and you can post an intro to the job and a link to the job posting there, FOR FREE.Target groups that are geographically and professionally aligned to the job. Buy a Linkedin posting for prominent jobs, or hard-to-fill jobs.Cost ranges from $35 to $199 USD reasonable.Postings are good for 30 daysGood response rates are expectedSet the Applicant Routing on the job posting to the GE Career site so that applicants apply there and instruct them not to email you directly.45

Your posting should link to the company profile for consistent branding.Passive CandidatesCompetitors TalentCorporate DirectoriesConference Attendance ListsCard DropsCompany hit lists from clients and candidatesThe party invitationPrivate happy hourNetworking lunches

current talent and incoming candidatesBuild and fill an efficient entry level pipelineDevelop leadership and technical pipelines

Plan for Succession by PipeliningYour Talent PipelineUtilize that ATScurrent talent and incoming candidatesSelf register all current employeesScrub your dataBuild and fill an efficient entry level pipelineDevelop leadership and technical pipelines

Cross PolinizationConsider internal candidates firstConsider training and promoting from within firstConsider relocations across the enterprise vs. the cost of hiring and training locallyEvery candidate/resume has potential value, as a future hire or to refer elsewhere within the organization or to vendors, partners or business network contactsLeadership DevelopmentManagerCreate Time in Workflow and Work Week to connect with team to: MentorGuideAdviseEquipResourceEscalate issues and requests as neededHow am I mentoring this team?Promotion PlansNew LayerIncrease opportunities for advancementProvide additional challenges for better talentIncrease engagement and retentionAllow for more hiring at lower levelsNew Leaders will:ManageBuildImprovePeopleTechnologyProcessesbecome a STAR(Strategic Talent Acquisition Resource)

Dedicated RecruitersHR teamHiring ManagersInterviewers

Traits And Behaviors for successful recruitingDedicated Recruiter STARsWhat you need to do:Sell your company brandKnow your business (technology, processes, future)Eliminate unmatching candidates fast and bring in matching candidates just as fastWhat you need to be:A good salesperson Enjoy selling good humor and conversationSmart, able to grasp complex concepts quickly and train othersStrong sense of URGENCY

Recruiter WhiteboardJob NumberLocationTitleHiring ManagerTop CandidatesAction To-Do1431685ShanghaiSoftware EngineerLeiLeiMultipleKeep on COE 30/week1423573MoscowTRS ManagerPeirceElena, SergeyVideo Interviews1423995MoscowRegional Sales ManagerTraceyVladimir, AndreiVideo Interviews1480165AustinVP Operational ExcellenceNHTFrank, Ricky, IgnacioOnsite interviews1475761AustinLead Software EngineerTurnerAndersenOfferA physical whiteboard is useful to have in front of your eyes throughout the day to remind you of your priorities. You might also rely on your ATS Open Jobs screen, but I prefer to have both.

Daily Recruiting TeamSCRUM MeetingDaily / regular status meetings Review of openings and assignmentsHiring Manager feedbackTeamwork requestsBack up requestsRoles and ResponsibilitiesCommitments and AccountabilityAgile processes needed

Daily MantrasIf the hiring manager does not know that you worked on his job today, then your work is not done today.The compensation conversation begins with the first candidate call, and continues until the offer is accepted.Address Red Flags earlyHigh maintenance candidates will be high maintenance employeesAlways Be ClosingTime kills dealsHR team STARsWhat you need to do:Keep the Process MovingGet it all down log your notes, get the data get it in the ATSRoll out the Red Carpet

What you need to be:Detail OrientedMethodicalChronologicalHappy to be part of the process!

Hiring Manager STARsWhat you need to do:Select top talent for your teamKnow your business (technology, processes, future)Eliminate unmatching candidates fastWhat you need to be:Cautious but sure of your needsAware of all the companys lines of business and venturesStrong sense of URGENCY be ready to move on a good candidate

Interviewer STARsWhat you need to do:Ask open ended questionsListen and be patientSmile, connect with candidateYou are the front door to the companyWhat you need to be:PatientNot Self-CenteredInterested in the best interests of the companyHiring Managers must screen and select potential interviewers based on these criteria

Legal Compliance dos and donts in the interviewDo:Once the list of job-related interview questions is created, use it consistently for all applicants for the same position.Try to first put the applicant at ease with introductory and welcoming remarks.Ask open-ended questions which focus on behavioral descriptions rather than simply "yes or no" questions (i.e. have them describe a work situation in which they handled stress well rather than just asking if they can "handle stress well").Listen; don't do all the talking.Stay away from questions that have more to do with personal lifestyles than job experience - phrase the question so that the answer will describe on-the-job qualities instead of personal qualities - if the question is not related to performance on the job, it should not be asked.

Copyright 2008, Society for Human Resource Management

Legal Compliance dos and donts in the interviewDont Discuss:AgeArrest recordAssociation with present employees (unless brought up by candidate)Bankruptcy and credit affairsCitizenshipDisabilityDriver's licenseEducational attainment accept as pertaining to posted job requirements and what candidate lists on resumeEmergency contact information - unnecessary at the application stageEnglish language skills - only ask if it is a requirement of the jobHeight and weightMarital status/name changes/spouse/childrenOrganization or club membershipRace, color, religion, sex, or national origin

Copyright 2008, Society for Human Resource Management

Behavioral Interviewing Behaviors and Traits definedBehaviors - Traits - Questions that net behaviors and questions that net traitsOpen Ended Questions

NO MORE RESUME INTERVIEWSLets Get Real SpecificAsk about and document specific examples of what the individual has done and the results achieved.Be wary of responses that contain little substance. Vague statements (fluff)OpinionsTheoretical or future-oriented statements would do, would like to do, would have done

Open Ended, Behavioral QuestionsBehavioral Interviewing: Goal is to elicit actual behaviors past efforts that relate to the job.Ask Open-Ended questionsBegin with:Tell me about a time when youGive me a specific example of a project in which youProbe with:Tell me more about that exampleId like to hear more about that projectTake notes, but give visual (nods) and verbal (ah) cues that you are listening and want to hear moreBe prepared to interrupt when the story goes off track

Behavioral Interviewing Truth-Test 1: 3 versions of the same questionTruth-Test 2: Candidate ownership of responsesTruth-Test 3: Ranking, rating and weighing

Successful InterviewerBleed your company colorsIts not about you, its about the candidateIts about the QuestionsMirroring and MatchingOpen Ended QuestionsQuestions that avail muchColumbo techniques

Closing SkillsGetting off the bunny trailsPre-closing techniques for candidate buy-inLocking down the dollarsPre-offer language, what to say and what not to say

SELECTIONPrepare to make a choiceContribute to the selection and what it costs if you dontSpeed-to-market demands

Establish legal, repeatable processesScreen, interview, assess, and HIREInitiate and maintain a Standardized Selection Process that helps you:Legal and Repeatable

Equal OpportunityUp Front with CandidatesEliminate FastFollow your processesTrain every person in the systemDocument all of your safe-guards, all of your QALegal Issues Related to Pre-Hiring Background ChecksIf you decides not to hire a candidate because of a background report, you must give the candidate a pre-adverse action disclosure that includes a copy of the report and a copy of their rights. There is some information that cannot be disclosed under any circumstances. School records are confidential and cannot be released without the consent of the student. Candidates must pre-authorize a request to check their educational experience.You cannot screen out a candidate who has filed for bankruptcy, however, bankruptcies are a public record.Laws vary by State on checking criminal history. Generally, you may ask about FELONY CONVICTIONS within the past 10 years and verify this information through a criminal background check.Employers cannot request medical records and may not make hiring decisions based on an applicant's disability. You may only inquire about ability to perform a certain job. The same holds true for Worker's Compensation. The military will disclose name, rank, salary, assignments and awards. Driving records are not confidential either and can be released without consent.

Speed to market demandsTouch candidates 72 hours from applicationPhone Screen selected candidates ASAPSchedule F2F interviews with selected candidates within 5 business days of Phone ScreenSchedule 2nd interview with selected candidates within 2 business days of 1st F2F.Conduct Reference checks immediately on all candidates selected for 2nd interview (or, on all candidates given 1st interview)ScreeningUse your applicant tracking system log all notes, fill in all fieldsSelect matching candidates early and move them forward fastConduct an initial phone screen with every matching candidate, no matter how painful.Gather the basics, but ask many open-ended questionsLet your candidate talk it can be revealingRemain legally compliantAssessmentsNever assume the resume is accurateCheck certifications, education and referencesTest every candidate on their technical skillsHave technical staff develop your test, or use common tests on the web such as BrainBenchDo not ask candidates to do work for you make tests relate to solutions different, yet similar from your companys solutionsSample sources of Technical Assessments on the WebBrainbench.comProveit.com, International Knowledge Management (www.ikmnet.com), Locking Down Candidates on CompensationLocking Down Candidates on CompensationPre-Selection Reference ChecksPlease describeyour professional relationship with the candidate

How long have you known the candidate?

What job did the candidate perform?

What can you tell me about the candidates knowledge and performance in this position? In your opinion, what are the candidates three most important strengths? 1.2.3.What were the candidates key achievements while reporting working with you?

What would be an area you feelthe candidate could improve and develop for future career growth? (weaknesses)

Would you like to add anything else?

If an appropriate position were available within your organization, would you recommendthe candidate for hire or re-hire?

Conducted after first interview with candidates identified for high potentialAsk Candidate to provide names and phone numbers of 2 past bosses.Call and ask these, or similar high-level questions:77Pre-Hiring Checks and BalancesIf you do: Background ChecksDrug TestsCredit Checks

It Must Be:Post-OfferBona Fide NeedCandidate Authorized

Resources Available:www.skillsurvey.comwww.hireright.comwww.choicepoint.comwww.hire-safe.comwww.infocheckusa.comTimelineCandidate authorizes on applicationSubmit for checks within 24 hours of offerDemand your provider provide results within 3 business days, or switch

SelectionMove fastPrepare to make a choiceInterviewers present immediate feedback it is the most reliable and actionable information. Either the recruiter or the Hiring Manager must gather feedback from each interviewer immediately, document and log that feedback and compare it to previous feedbackHave the offer letter drafted and ready to execute for every 2nd interviewTo gain valuable candidate feedback For ongoing analysis/process improvementAnd discover trends that help/hurt your efforts

Chart essential Metrics

Metrics for SuccessVacancy Rates as a percentage of totalsAnnualized Voluntary Turn-overVoluntary Turn-over as a percentage of totalAverage tenure for voluntary turn-oversRequisitions Closed per MonthInternal TransfersCycle Times for Recruiter Review, Background checks and Manager ReviewTotal Cycle Time for HiringTotal Cost per Hire

Future MetricsSuccess with Key or Critical Positions vs. All PositionsTo be defined as a key or critical position, the requisition should provide a yes answer to at least 3 out of the following 5 questions:Does this position report to a President, VP or Director?Does this position have more than 10 direct reports?Will this position be working on a mission-critical product, event or service?Will this position directly impact the bottom-line P&L of the company?Does this position require skills that are in high demand in the target market-place?

Future MetricsQuality of hire Measured by a questionnaire sent to the hiring manager 30 - 60 days after the start date. The questionnaire will ask the HM to quantify his/her satisfaction with the skills, experience, fit and potential of the candidate hired, in comparison to other candidates considered in the process.HM Process Satisfactionusing the questionnaire referenced above, we will ask the HM to quantify his/her satisfaction with the recruiting process, and solicit comments for future improvements.

FUTURE METRICSDiversity of hireDetermined by each regions diversity goalsUsually reflected as the degree to which the hired candidate differs from the gender and ethnic make-up of the region in which they have been placed.Can also be a simple Y or N Is this a Diverse Hire?FUTURE METRICS Over/Under Salary: We will calculate a direct dollar figure for how much the hiring salary was under or over the target salary on the requisition. This measurement will tell us how effective we are in identifying the right talent at the right cost, how effective we were in setting expectations for the level of talent we needed for the position, and how effective we are in determining the market pricing on a role.FUTURE METRICS Offer to Acceptance Ratio: We can also track the number of counter offers or rounds of negotiating we have to complete before securing acceptance of a target candidateThe goal is typically 1:1 on each req. The closer to 1:1 we are, the better weve done in answering all questions during the process and making a direct match between what the job can offer and what the candidate requires.FORECASTINGDo we know our Headcount Needs for 2014, 15, 16?Do we know the talents / skills we will need going FORWARD?How can we begin now to answer these questions and start cultivating internally and pipelining externally, that talent?