Over the last month, I have been working with my clients analyzing CY 2011 recruitment performance, calibrating performance scorecards and planning LEAN transformation initiatives for 2012.
I wanted to share some of the interesting insights and ’Ah-ha’s we have uncovered that can help you:
- Quantify ROI to key stakeholders
- Identify/drive performance improvement initiatives
- Celebrate success!
1. Increased Time-to-Fill (TTF) could be a good thing: We had a couple of clients that had a few positions trending over 250 days old. They implemented aggressive client management tactics and proactive sourcing strategies to fill the positions. The client is happy. The recruiter is happy. But since these positions closed in Q4, their overall TTF increased in Q4! You should celebrate success regarding closing these positions! I would recommend putting an Asterisk (*) next to this data point and add a comment on your scorecard related to filling X position and Y position in 250 and 265 days respectively. I would also recommend outlining TTF with these positions pulled out. This will reflect the positiveness associated with filling the position even though TTF went up that quarter
2. Your overall Applications to Hire metric is trending too high (which means you spend too much time dis-positioning unqualified applicants). I would isolate those positions that are driving waste and figure out how to reduce applicant flow. It is usually high volume, non-exempt positions with minimal requirements to apply. Consider:
- Reducing the amount of time you keep the position posted (shut down after you get enough quality applicant flow).
- Be more specific with your requirements.
3. Don’t treat each opening equally! Every position is not equally important with respect to Cost of Vacancy, patient safety and patient satisfaction. You need to work with your managers to define positions based on these critical factors and other business objectives. Don’t assume you are working on the positions that are the most important. And don’t let the “squeakiest manager that barks loudest” drive your activity. Also avoid working on and filling the positions that are the ‘easiest to get off your plate’ :) Consider:
- If your ATS system has ‘knock-out’ functionality – be specific about minimum qualifications.
Driving a Lean recruitment process requires constant commitment to driving performance improvement initiatives such as these.