Measuring Success in Recruitment

Steve Lowisz
As 2021 approaches, organizations are reviewing the metrics that they use for their recruiting teams and creating strategies for success.

One thing that needs to be clear about these recruiting metrics, is that “what gets measured gets done.” All too often we use activity-based metrics and not results-based metrics.

Activity-based metrics are things like number of calls made, number of interviews had, etc. If that’s what we measure, that’s what we get. 

What does your organization measure?

We talk about quality of hire, yet we measure cost of hire. We talk about candidate experience, yet we measure time to fill. These things just don’t go hand in hand! 

It sends a confusing message to us as recruiters when we put so much emphasis on speed and cost but are expected to deliver the highest of quality while measuring nothing in that department.

Keep the end goal in mind.

What is the end goal? To find the right person in the right role for the right team, for the right boss, and for the right company; All while keeping the experience professional and positive for all. More emphasis should be placed on how we achieve this goal.

We need to be held accountable for quality.

I’m not saying we should completely scrap metrics like time to fill, but there are other measurements that should also be prioritized.

What other metrics are there?

Here are some different metrics you can use to hold yourself accountable for success on a project:

• Placements exceeding the 90-day mark in their new position.

Just because your candidate has accepted an offer, does not make them a successful hire. Of course there are a lot of different factors as to why a person may not stay in a position. But if your placements aren’t exceeding the 90-day mark, it’s important to assess why and to look out for trends.

• Performance feedback on placements.

The success of your project should be measured against the success of the individual in their new position. After 3-6 months, following up with the manager for feedback on their new employee can give you great insight to your success. Is the individual hitting their performance expectations? Have they proven to be a good cultural fit? How long has it taken them to become fully productive?

• Post-project ratings from clients.

Sending your clients a short survey containing a rating scale on your performance after a project is complete can be an excellent way to open up dialogue with them about what went right, and what went wrong. Based on the discussion, you can adjust your recruitment process to deliver better experiences in the future.

Another great thing about client surveys, is that by tracking these scores, it gives us an incentive to go above and beyond to receive the highest rating every time.