Talent Analytics ERE 2015
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Transcript of Talent Analytics ERE 2015
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Talent Acquisition AnalyticsRob McIntoshChief AnalystERE Media, Inc.
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“Without data, you are blind and deaf
and in the middle of a freeway.”
– Geoffrey Moore
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Most Talent Acquisition Functions are still blind and
deaf
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2015 State of Talent Acquisition Survey
(2,400+ TA leaders/Recruiters)
Question:
What Metrics Doesn’t get Tracked or Measured in Your
Organization?
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Question: What Metrics Doesn’t get Tracked or Measured in Your Organization? Diversity Hires = 31%
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Question: What Metrics Doesn’t get Tracked or Measured in Your Organization?
Cost Per Hire = 32%
Diversity Hires = 31%
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Question: What Metrics Doesn’t get Tracked or Measured in Your Organization?
Cost Per Hire = 32%
Diversity Hires = 31%
Candidate Satisfaction= 44%
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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%
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But there is a Silver Lining…..
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52% plan on using an analytics solution and 39%
plan on
benchmarking their Metrics in the next 18 months
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Predictive Analytics
But we still have Roadblocks
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We still lack Standardization
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Metrics Standardization
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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)
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We need to be better story
tellers of the data
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“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
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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
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Most Recruiting Metrics are still about looking in
the rear view mirror
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Predictive analytics is the practice of
extracting information from
existing data sets in order to determine
patterns and predict future outcomes and
trends
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100:130:110:1
8:13:11:1
Full Funnel Throughput (FFT)Applications
Recruiter Screens
Hire
HM AcceptsFinal Interviews
Submittals
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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
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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)
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Speed
Quality
Cost
Req Load
Predictive Metric Causality
ExampleBetter Quality impacts longer
hiring times and increases cost
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• trending reports• detailed projections • draws from historical
data• automated
generation• visual
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ERE Benchmarking Metrics Solution
Context
Real Data from ATS’s Confidential & Secure
Data Online Tool
Actionable Insights
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Filters are the key to actionable
insights
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Josh JonesGene BrownJohn Ricciardi
ERE’s Benchmarking Good Guys
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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
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Question: What Metrics Doesn’t get Tracked or Measured in Your
Organization? Quality of Hire = 46%
2015 State of Talent Acquisition Survey
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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..
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Hiring Manager & Peer Surveys
New Hire Performance New Hire Promotions
New Hire Attrition
Submittal Acceptance % from the Business
Employee Pulse Surveys (New Hires)
Measurements
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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%
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RIP Complex QoH M
etric
QoH
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Data Compression & PerceptionHighest = 83%
Lowest = 62%
Performance Management
New Hires
QoH
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Business Accountability
Recruiter Accountability
Biggest lesson learned?
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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
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1,000 Submittals
800 Acceptances
80%
First Year Retention
90%
+
Two Data Points (80% & 90%)
= 85% First Year Quality (FYQ)
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Q1
Q4
Top Performing QuartileBottom Performing QuartileYour Company
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Q1
Q4
Top Performing QuartileBottom Performing QuartileYour Company
Benchmarking Filters
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Q1
Q4
Top Performing QuartileBottom Performing Quartile
Your Company
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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’.
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10%
40%
50%
Get it !
Not sure how, but want to learn
Not Interested or Clueless
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- 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
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Still challenges with
how recruiter
s use their ATS.
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TA leaders love metrics that help
educate the business on what is not broken.
Example:
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Thanks and Questions?