Nick Johnston breaks recruiting into three measurable pillars: Efficiency tracks speed and cost, Experience measures satisfaction and engagement, and Quality looks at hire performance and diversity. Efficiency is foundational, Quality is the outcome, and Experience sits between them.
Chapters
Recruiting and recruiting performance are highly measurable. We are lucky that in HR we're one of the most quantifiable functions. It makes it much easier for us to prove our value and our impact to the business. You can't measure and manage everything right, so it's important that you understand what is important to your customers and your business operation and you measure and manage those. In my mind, there are three things we need to measure in TA efficiency, experience and quality. Efficiency is foundational. This is all about how the machine is running and is it running correctly. This is where we start as a service provider and if we don't get this right, it's hard to move up to add value to our customers. The kind of things that we're talking about here is speed. Cycle times, costs and conversions are also sitting in efficiency, experience, sentiment. It's about the customer experience that we create for our hiring managers, our new hires and our candidates. So here we're really measuring service satisfaction, ideally at different stages in the candidate pipeline. It's also about engagement with the brand and perception of the brand. So net promoter scores, brand engagement, those kind of things. Quality is the ultimate goal, the ultimate value added measure. What is the quality of hire that we deliver? But we should also look for quality indicators at different stages of the candidate pipeline because as we know, quality of hire is a direct output of the quality of candidates we get into the funnel in the first place. You may also include your diversity indicators in here as they fit better with quality conceptually.
