Talent Acquisition AnalyticsRob McIntoshChief AnalystERE Media, Inc.

“Without data, you are blind and deaf

and in the middle of a freeway.”

– Geoffrey Moore

Most Talent Acquisition Functions are still blind and

deaf

2015 State of Talent Acquisition Survey

(2,400+ TA leaders/Recruiters)

Question:

What Metrics Doesn’t get Tracked or Measured in Your

Organization?

Question: What Metrics Doesn’t get Tracked or Measured in Your Organization? Diversity Hires = 31%

Question: What Metrics Doesn’t get Tracked or Measured in Your Organization?

Cost Per Hire = 32%

Diversity Hires = 31%

Question: What Metrics Doesn’t get Tracked or Measured in Your Organization?

Cost Per Hire = 32%

Diversity Hires = 31%

Candidate Satisfaction= 44%

Question: What Metrics Doesn’t get Tracked or Measured in Your Organization?

Cost Per Hire = 32%

Diversity Hires = 31%

Candidate Satisfaction= 44%

Quality of Hire = 46%

But there is a Silver Lining…..

52% plan on using an analytics solution and 39%

plan on

benchmarking their Metrics in the next 18 months

Predictive Analytics

But we still have Roadblocks

We still lack Standardization

Metrics Standardization

Speed Quality Productivity CostTime to Accept (TTA) First Year Quality

(FYQ)Productivity Per Recruiter (PPR)

Recruiting Resources Cost to Acquire (CTA)

Time to Start (TTS) Offer Acceptance Rate (OA)

Hires Per Recruiter (HPR)

Recruiting vs Business Consideration (RvB)

Submittals to Business Acceptance Percentage (SBA)

Source of Hire (SoH)Source of Application (SoA)

Italics = 2016+ MetricsSubmittals to Hire

Ratio (SHR)Candidate Interviewed Declined Reasons (CIDR)

Time in Workflow Stage (TWS)

Hiring manager & Candidate satisfaction

Req Cancellation Rate (RCR)

We need to be better story

tellers of the data

“In Tell to Win, Peter Guber masterfully demonstrates that telling purposeful stories is the best way to persuade,

motivate, and convince who you want to do what you need”.

PRESIDENT BILL CLINTON

1. Problem we/you are trying to solve 2. Benefit we will get from solving this problem3. How you are progressing against the plan to solve

it (on track/off track)4. The issues causing you to be off track5. What are you doing about resolving the issues that

get you back on track, and by when

5 Simple Story Telling Rules

Most Recruiting Metrics are still about looking in

the rear view mirror

Predictive analytics is the practice of

extracting information from

existing data sets in order to determine

patterns and predict future outcomes and

trends

100:130:110:1

8:13:11:1

Full Funnel Throughput (FFT)Applications

Recruiter Screens

Hire

HM AcceptsFinal Interviews

Submittals

100:130:110:1

8:13:11:1

Full Funnel Throughput (FFT)

Tele-Sales

Java Developers

Job Families

Store Mgr’s

55:1

30:1

100:1

100:130:110:1

8:13:11:1

Alert

20 more Quality Candidates needed

this week to fill the 5 Tele-Sales positions by

end of the month

Full Funnel Throughput (FFT)

Speed

Quality

Cost

Req Load

Predictive Metric Causality

ExampleBetter Quality impacts longer

hiring times and increases cost

• trending reports• detailed projections • draws from historical

data• automated

generation• visual

ERE Benchmarking Metrics Solution

Context

Real Data from ATS’s Confidential & Secure

Data Online Tool

Actionable Insights

Filters are the key to actionable

insights

Josh JonesGene BrownJohn Ricciardi

ERE’s Benchmarking Good Guys

A Staffing.org CEO Survey rated new hire quality as the #1 most important performance metric

out of 20 possible metrics. It was rated 9.6/10

Question: What Metrics Doesn’t get Tracked or Measured in Your

Organization? Quality of Hire = 46%

2015 State of Talent Acquisition Survey

Employee’s get headhunted away….

Poor onboarding experience….Poor employee performance….Employee’s get reassigned….

Bad career manager….Not a cultural fit…

Boring work….Etc..

Hiring Manager & Peer Surveys

New Hire Performance New Hire Promotions

New Hire Attrition

Submittal Acceptance % from the Business

Employee Pulse Surveys (New Hires)

Measurements

Quality of Hire

Metric

Quality of Hire (QoH) = (APR + AE + HMS + ER) / NAPR = Avg. Performance Rating for new employees in first 12 months AE = Employee Performance as a % of Achieves Expectations of performance in first year.

HMS = Annual Hiring Manager Survey Q:“Overall quality of New Hires”ER = % of Employee Retention first 12 months of employment.N = Number of indicators used.

APR= 68% + AE= 94% + HMS= 80% + ER= 90% / N = 4 QoH = 83%

RIP Complex QoH M

etric

QoH

Data Compression & PerceptionHighest = 83%

Lowest = 62%

Performance Management

New Hires

QoH

Business Accountability

Recruiter Accountability

Biggest lesson learned?

Number of candidates submitted to the business that they accept as a %

(Recruiter Accountability) +

% of candidates employed (Retention) in their first 12 months of employment

(Business Accountability)

divided by these two data points.

1

2

1,000 Submittals

800 Acceptances

80%

First Year Retention

90%

+

Two Data Points (80% & 90%)

= 85% First Year Quality (FYQ)

Q1

Q4

Top Performing QuartileBottom Performing QuartileYour Company

Q1

Q4

Top Performing QuartileBottom Performing QuartileYour Company

Benchmarking Filters

Q1

Q4

Top Performing QuartileBottom Performing Quartile

Your Company

What have we learned so far about TA Metrics and Advanced Analytics?

‘Hundreds of conversations ranging from Fortune 100 to 2,000 people organizations

across multiple industries’.

10%

40%

50%

Get it !

Not sure how, but want to learn

Not Interested or Clueless

- Still multiple versions of the Truth

- Companies all over the map with how they use ATS’s (or Don’t)

- Some ATS’s are just plain useless in their functionality

Still challenges with

how recruiter

s use their ATS.

TA leaders love metrics that help

educate the business on what is not broken.

Example:

Thanks and Questions?