Staffing.org Research Library Article

6/3/2015

Analytics - Hiring Effectiveness Benchmarks

David Earle

Summary
A study of workforce analytics related to candidate quality: what capabilities do leaders have that others do not?

Description
In April we reviewed an Aberdeen study on how leading organizations use talent analytics in the context of workforce planning. This study complements that one, extending the analysis to the ways leading organizations link candidate quality to performance management.

A maturity model is used to rank 243 organizations based on:

  • The percentage of first year hires retained
  • The percentage of positions filled internally
  • Year-over-year scores for hiring manager satisfaction

The study also reviews the data capabilities demonstrated by the highest ranking organizations, which include line of sight:

  • From talent acquisition to organizational profitability
  • From talent acquisition to performance management
  • From quality of hire to organizational fit and performance

Key positions filled internally
Value
In recent years, the shift in talent acquisition from a purely operational to an increasingly strategic perspective has required changes in value measurement. No longer is hiring efficiency—how quickly and cheaply candidates can be found and hired—an adequate performance benchmark. Even if a hiring function is woefully inefficient, the financial impact of CPH and TTH numbers is always dwarfed by those related to hiring effectiveness—how well those that are hired succeed in their jobs over time.

There is little controversy about the value of a scientific, or data based, approach to organizational staffing. That approach has proven key to moving corporate talent issues from the backroom to the boardroom. But as the study also points out, successful talent management remains an art as well. Even with the most sophisticated data management tools in place, it is a people-to-people activity that’s grounded in carefully nurtured relationships, trust, loyalty and shared values.

Contents

  • The changing face of talent acquisition
  • Pressures driving talent acquisition
  • Defining best in class performance
  • Steps to success
  • Capabilities and enablers
  • Systems and tools

Quote
"For many Human Resource leaders, implementing strategic talent acquisition is a risk. It requires organizations to rethink existing recruitment models and embrace a more systematic approach for identifying and attracting talent. While the goal of traditional recruitment is to get people in the door as quickly and as cost-effectively as possible, the goal of strategic talent acquisition is to drive positive business outcomes. As a result, the level of accountability placed on HR and recruitment leaders to deliver quality hires is far greater than it used to be."

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