Director of Client Services at Optamor, Claire Proudlove, invites you to grab a quick cuppa while she ponders...
Quality of Hire: Define, Measure, Report
Join the debate, share your views and hear the thoughts of other organisations on this subject in Optamor QI.
It is fair to say that with positive market growth and increased competition for candidates in multiple sectors of the recruitment market that the quality of hire debate has surfaced again to the top of internal recruitment and HR agendas. Organisations are striving to find a robust, efficient and cost effective strategy which result in excellent quality of hire.
It is important to note that process and data on quality of hire is paramount, but that at the end of the day filling roles and ensuring that you have found the right person for your organisation is more important to your internal hiring community than your internal ROI measurements. You should define, measure and report in order to improve your recruitment strategy and function not as a justification of the success of your recruitment team. Ensuring consistent quality of hire processes should be about “ensuring a cohesive and stable work force through today’s growth and beyond” as highlighted by Marcelle Foxcroft at the OasisHR Think Tank.
As recruitment and HR teams, you must determine before gathering the data why its collection is important, what is the output you need?
Are you trying to measure organisational health or perhaps to influence your business to change its attitude to what quality of hire looks like in your organisation? Will you capture induction feedback, exit interview data, staff survey results and the physical output of your recruitment KPIs and ratios? What period of time will you measure? What data will you consider anomalies that have a detrimental effect on your information and ultimately your results? Who will you involve? Are you being realistic, are you going to use the outputs effectively to improve your organisation and the people who join it? Does one size fit all? These are all questions that you must ask yourself in your scoping period to ensure that you end up with useful data and not just another report that will sit unused and gather dust.
As Marcelle Foxcroft says “there will be huge variations in appropriate data in project-led businesses/consultancies, sales vs. non-billing teams, and businesses with a high intake/turnover of graduates. For the latter it’s important not to lose focus on investing in measuring this population due to potential unreliability of data. After all, they are the mid-senior management of the future.”
Having your hiring community on-board will be critical to the success of your project. You will need to educate (and involve them where possible) on what an effective quality of hire strategy will mean for them and the positive effect that it will have on their business unit and team members. Through inexperience or a desire to recruit in their image many hiring managers are “still hiring in their own likeness” or “backfill a specific person when this may not address their team’s or the business’ actual needs.” In Optamor’s experience through delivering on-site interview training and emotional behaviour projects for our clients, we recognise the positive impact interview training can have on the future success of your organisation.
If you track quality of hire you have an additional quantitative tool which may help you identify why a candidate may not be right for your organisation. It may also help you identify if the “millennial” candidates who are joining your business are having an effect on your data and whether portfolio careers are taken into consideration when you are both conducting exit interviews and analysing your data sets.
So what does best practice look like?
It would be fair to say that a “gold standard has yet to be widely acknowledged”, but it is generally agreed that the following may help in building a framework:
• Engaging with a third party supplier such as Optamor to produce a bespoke Talent & Training Report
• A partnership approach between Recruitment and Talent/L&D teams
• Training and developing your hiring managers – from job specification creation to successful new hire on-boarding
• Capturing a wide enough cross section of data points and time measurements
• Focusing on new hire potential and supporting them with an appropriate development plan
• An open and honest recruitment process for all users of the service
So how do you measure success?
Start with the end in mind. With many schemes taking at least 12 months for usable data to emerge it is important that you review the scheme parameters as well as the data it produces. Continuous improvement will ensure that your policy remains right for your business as it evolves and grows.
Ultimately, however it is what you do with the data that will matter. Will you try and emulate successes and ensure issues are dealt with or as I have said before will your data output be another business report that gathers dust?
Our Optamor sponsored Think Tank raises some interesting views on this subject. Read the Executive Summary here
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