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A Few Recruitment Metrics that Count · The Business of Alignment - Powered by The E1B2 Collective

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  Let's talk about a few recruitment metrics in a couple
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  different directions recruitment metrics.
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  That number one can keep and hold and have your your
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  recruiters internally and over external recruiting sources
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  responsible. And then let's talk about some
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  recruitment recruitment metrics that I just think are incredibly
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  important to keep in place and have him place.
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  That will actually drive you more productive, more
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  profitable, more top-line, Revenue, more inclusive Mark,
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  you missed. Humanistic more employee,
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  centered organization and business.
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  So those are the two different angles.
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  So I'm going to be very selective because I'm looking at
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  about 25 that I put together here.
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  But I'm going to be very strategic about which ones that
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  I've decided to highlight and talk about.
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  Let's talk about quality of hire for a second.
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  I think a lot of there's there's a there's a culture and a DNA to
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  the to the recruiting industry today that I think is starting
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  to change but really needs to like rapidly change which is
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  what I think a lot of recruiters still to this day, know and are
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  familiar with is volume data numbers metrics, meaning not the
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  data in numbers and metrics that are connected to more inclusive,
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  more inclusivity more, Our profitability more engagement
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  retention. I don't think I don't think it's
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  around that. I think what a lot of recruiters
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  are thinking about is, how many people can we get into the
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  pipeline, for this particular role?
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  And then how fast can we take them from the time that we talk
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  to them for the very first interview or the screening to
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  their in their first week during their second week during their
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  seventh month, whatever the case is going to be and I think that
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  that ideology that thinking has been the site of many He's had a
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  for a multitude of reasons but I think what we're starting to
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  find is that it costs a lot of money.
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  Number one, which, at times, a lot of companies don't even pay
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  attention to that, that metric, but it costs a lot.
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  It's a lot of efficiencies to either have a bunch of people,
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  your organization that are just simply not cutting it.
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  I personally believe that's a lot to do with what's happening
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  with a lot of companies that are laying people off.
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  I think people are laying. I think a lot of companies out
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  of here. Bold statement are laying on a
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  ton of people off because their retreat.
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  Recruiting teams and the DNA in the culture of the recruiting
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  process was more based around getting butts in seats.
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  Getting people inside the organization.
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  Getting people that are at a sea level B- level, instead of the
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  culture in the DNA of finding alignment finding fit making the
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  process inclusive making the process of two-way street and
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  finding folks that are really in their own stage in life, of
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  they're in season of them of themselves.
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  Professionally is congruent is connected.
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  Is Similar right to the DNA, the culture, the energy of of where
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  the organization is today, right?
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  Like those two things need to align and be and be on par with
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  each other and so I just don't think a lot of companies are
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  thinking about this. A lot of recruiters are thinking
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  about this. So let me let me give some
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  tangible supportive feedback to some of the core metrics that I
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  know every single company stands by and looks at him.
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  Keep make sure they keep a keep a close eye on quality of hire.
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  That should be my personal opinion.
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  The number one metric that every single recruiter internally or
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  externally is judged by a, my personal opinion, quality of
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  hire measures how much new value and perspective, the new
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  employee brings it a company. It's based off of productivity
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  is based off of kpis. It's based off of Employee
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  Engagement, it's based off of culture fit, it's based off of
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  manager satisfaction rates, but it's often is based off of
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  quotas, it's pretty soft for a salary data.
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  It's based off of Retention rates.
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  It's based off of a lot of different factors, but I think
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  enough companies are not thinking about the processes and
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  the systems doing the recruiting process that can increase the
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  chances of having the quality higher.
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  We've talked about a bunch here but I'll just unpack them again.
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  A lot of the work would be on brand was based off of
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  increasing the quality of higher being very transparent and
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  honest about the subtle and nuanced variables of the
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  business. And being honest, with
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  applicants coming in about those variables, Being honest about
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  the Management's pet peeves, being honest about the stage in
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  the company from one energy perspective.
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  Being honest about the four to six things that they really need
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  this new applicant to crush it on.
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  So that that will diminish the threat stake in the minds of the
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  managers in the executives and will increase how that new
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  applicant looks in the eyes of the managers and Executives.
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  Thus will have everyone on the same even playing field from an
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  energy about the new people that we decided Again tangible
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  example, if you're hiring someone in product, if you're
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  hiring someone sales layout, the four to six things you want
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  built and need built from a product perspective that are the
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  most important out of the emotional level at a financial
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  level at a strategic level on the roadmap.
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  Same thing and sales, make a very transparent if you're going
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  to be hiring a new sales manager and is a new sales team, don't
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  beat around the bush be like, hey look for hundred thousand
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  dollars and you sales within six months.
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  Going to make us freaking happy. Matter of fact, I'll give you
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  one better. We need four hundred thousand
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  dollars in new sales. It's not a 0 to make us happy.
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  It's know, it literally is connected to some of the
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  Investments that we put into our new product.
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  There's literally connected to these, for other reasons, and
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  emotionally, and bottom line wise into our investors.
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  If this happens in a span of time, everyone will be happy.
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  Everyone be on the same page. But on top of that, here's the
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  things that were not doing so well, from a day, Creation
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  perspective, from a creative perspective, from a marketing
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  perspective. So the type of sales people you
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  hire. It's going to take a little bit
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  more work, a little bit more motivation, a little bit more
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  curiosity. And so we have to bake that into
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  our job descriptions. We have to bake that tool our
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  evaluation process to find folks and have higher levels of
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  curiosity how the higher levels of innovative thinking etc, etc
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  etc. And then you can find tools that
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  are connected to be able to conduct assessments to be able
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  to find that, right? So that's a more thorough
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  breakdown That you can explain to your recruiters of what a
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  quality higher will look like in the season and the energy and
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  the vibe in the personality of the company of the DNA of the
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  company. Today, let's call it for the
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  next 18 months. I think, companies do too much
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  of hiring people based off of where the company wants to go
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  down the road versus where the company actually is today.
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  So, a quality of hire visit, I mean you have to get that right.
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  You have to get that right on the line.
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  Don't you have to get that right on culture?
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  Fit have every single manager of a team either be involved in the
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  hiring process at a very direct detailed level were again,
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  they're being very transparent about just again, the overall
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  culture, the overall DNA, the are the overall feeling of this
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  particular team and that can be broken down into how this team
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  makes decisions, how this team communicates directly when there
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  are problems, the type of problems that are just
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  non-negotiables that we have to completely avoid Void.
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  And if those things were to come up, how the managing the team
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  members will react and how they consistently move through those
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  problems. And through those moments,
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  again, the energy in the stage, where, where this team is, tell
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  that to the applicant and connect that to where the
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  applicant is in their own home life.
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  And their own perspectives in DNA of how they want to be a
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  part of a new team, be real about those factors management.
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  If you want your management satisfaction rates to be high on
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  both sides, where the managers are During the applicants and
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  I've come in that are now employees for six months but
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  then reverse build a system in place where the new employees
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  are being able to rate and understand and measure how they
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  feel those managers adapted to to them personally, right?
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  So then you're recruiting teams and in the high-level Executives
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  in the company need to maybe look into the old Management
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  systems and say, hey before we start recruiting we need to be
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  thoughtful about the managers that we have in place.
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  Are these managers actually a good fit for the new energy and
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  vibe that we're going. So the nigga simple, I'll speak
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  it down in layman's terms here. You don't want to start
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  recruiting a bunch of new people for a new Focus for the company
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  for the next six months. If the managers that you have
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  right now are not going to be a good fit for the new breed in
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  the new energy of the people that you're bringing into the
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  company, right? Because it's okay to have brand
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  new energy and bring new people into the company.
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  But if you have a management team that is not great at
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  managing new in, Ovation is not great at being a true thought
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  leader within that team from for my capability perspective that
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  has high levels of patients, if you don't have managers that are
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  connected to being a being able to support those new employees
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  coming in, you're going to have a problem.
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  So, these are all things that I think you have to rate and
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  understand and measure as it pertains to quality of hire.
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  Let's look at some other things here.
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  I don't want to look at that date.
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  I'm just looking at some of the data here that we can are some
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  of the metrics. Should we?
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  Track. I think another thing that a lot
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  of people is I think a lot of people are not looking at
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  sourcing Channel Effectiveness, right?
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  I think a lot of the recruiters are just used to tried-and-true
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  methods of finding and sourcing talent and not getting creative
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  and out of the box. I think a lot of recruiters are
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  not building out their profiles and Linkedin, and being great
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  connectors, and building great relationships.
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  I think a lot of recruiters internally and not being
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  thoughtful around refining their JD refining.
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  The In the connected to the JD. I think a lot of recruiters are
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  not smart about being and being involved in online communities
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  doing speaking Events, maybe even having a podcast, maybe
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  even taking like thinking about doing a podcast, maybe even
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  radio an event sponsorship, but for the, but from the angle and
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  the lens of recruiting, so not trying to Market your shoe
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  business, right? Your shoe and Technology
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  business from a sales perspective.
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  Activate your marketing, it to the same podcast of the same
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  event spaces and groups, but, but to try to say, hey, look, we
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  need more people here and here, the types of people, and we
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  would assume the people that listen to this podcast.
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  Maybe the same people from a demographic perspective that we
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  want to hire like so, I think the sourcing Effectiveness the
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  sourcing Channel Effectiveness, methodology is something that I
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  think needs to be needs to be checked, right?
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  If you have a Stewart, you have. If you ever recruiting team
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  internally and externally, Being thoughtful and being and being
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  honest with yourself around, where you're finding these
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  people, we're who these people are, how they inevitably are,
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  being brought up and how nuanced and flexible you are around,
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  your sourcing is incredibly important.
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  Now, if you have recruiters internally that are just doing
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  the tried-and-true, methods and methodologies and not getting
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  creative and out-of-the-box, and my personal opinion, you might
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  have a problem. So these are things around, you
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  know, checking the Box. On recruiting metrics that.
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  I think a lot of companies, a lot of recruiters internally and
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  externally, are not thinking about and are not being harder
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  themselves around. A lot of organizations are not
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  being harder on the recruiters around these metrics, take a lot
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  of accountability in these metrics, because if you can get
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  these metrics right, if you can bring some thought finish these
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  metrics, it can save you a lot of time, energy, money and give
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  you a lot of benefits on the other side of that work.
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  So as always just a few thoughts, just a few
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  perspectives will talk Talk soon.