Dashboard Metrics

Bonnie

Unlike the dashboard in your vehicle you get to choose what appears at a glance on your screen.
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- o- @4 c3 _- c8 c& T, w, g; WThis is a key element considering the fact that every one from the person who posts the job online to the VP of HR (or perhaps even the CFO/CEO) will want to monitor the activities of the staffing department on some level.

! H- |9 ~# A. Y! f  c- g0 DHowever this raises an interesting challenge for those of you who are responsible for keeping track of all of the metrics: What metrics do you track?

1 C0 {' C- q. r( ^/ u; rWell, in short it's not a simple answer. You keep track of what you determine, as an organization should be kept track of. The only way to do that is to ask. In a very simplistic sense it is that simple and yet that complex. Everyone will have a different opinion to offer but your guide should be 'in what way do we align our staffing goals with our overall corporate goals?"
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Answering that question is not a simple task if you've never done it before but is one that needs to be answered. While I always cringe at the idea of offering up any 'best practices' (quite simply best practices for one company are not always best practices for every company) here are some suggestions for your metrics team to include on a dashboard:

Best recruitment source (of top performers).
/ d0 H7 m2 u& c% ]2 W6 l# Z! ECost per source (per qualified applicant)
The performance of hires (6-12 month lag after hiring)
Cost per hire
Time to fill (average)
. K8 K6 D. |0 f) jPercent of hires per source
3 |+ m" i* r! t' MTime to interview
Time between interview and offer
8 P5 o6 z1 e7 ]Percent of bad hires (released/quit within 6-12 months)
; J, v/ ~0 ]" G1 iSatisfaction with the hiring process (applicants and managers)
Top 5 reasons why bad hires leave

The list can go on ad infinitum but you get the idea. Align yourself with all of the people in your organization who would review such data and determine what makes sense to keep track of and why. It's not enough just to be curious. You want to keep track of metrics that impact how your company does business.

This will enable you to get one step closer to becoming the value added partner in HR that is truly needed in today's economy.

周伯通

有对应的中文翻译吗？ Dashboard Metrics

Bonnie

Which is provided by staffing technology vendors (typically as part of the reporting tool)
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& x+ n) b/ \, S“I agree with the idea that you want staffing goals to meet up with the corporate goals and aligning the metrics that you are reporting back to your business is one way to check that alignment. My caution would be to not just create metrics because you think your business leaders want to know thing such as time to fill, quality of hire and cost per hire. Not only do you need to find out what they want to know, you also need to analyze the data to tell a story. You need to be able to interpret what you are seeing and give them that knowledge as you deliver the key metrics. In my organization, we use the metrics to measure and improve our recruiters (both in-house and within an RPO), but we also break down the metrics by division in order to measure the effectiveness of the process within the business. We can easily identify which divisions take longer to fill positions at which level. We can slice the data by function to gain intelligence on where we need to focus deeper sourcing strategies. We can identify quality of hire issues and identify which groups of managers might need training on how to interview effectively. In short, use the metrics as a decision-making tool, not just to see some interesting statistics.”