Issue link: https://www.e-digitaleditions.com/i/227268
Recruiting Hiring manager satisfaction surveys only tell part of the story—some hires will start off strong and then tail off; others will continue to grow steadily in their jobs. Strengths may come to the fore and weakness may be found. Hiring managers may change their opinion on the quality of the hire. "There's no way around it, you need the real performance data," Ranjan notes, referring to the results of performance appraisals/reviews. That will take at minimum six months but most likely a year. In a one-year contract that's asking for a lot of patience – and unfortunately, that patience is required in the first 12 months. However, there is hope for HR executives (and their vendors) who aren't satisfied with a "be patient" requirement. HR can look for correlations between hiring manager satisfaction and the annual performance appraisal. HR can ask vendors for correlations in similar industries and candidate placements, until a benchmark can be established. The idea is that you can get a good idea where things will be a year from now, but more than a gut feeling – you can say, 80 percent of our candidates who get high ratings from the hiring manager satisfaction survey go on to earn a similarly high performance appraisal rating. "Time to hire, administrative timeliness, cost of hire, you've got to have those in place," Ranjan says. "But we are advising people to look at effectiveness metrics: quality of hire, hiring manager satisfaction … Something that measures the quality of the screening process and the quality of the candidate that has been chosen." Tech caveat: Applicant tracking systems (ATS) and performance management systems are rarely connected, says Ranjan. Ideally, you will have an integrated system so you can get this info easily, but don't count on it. You may have to have IT create an interface, or create a similar workaround. As the quality and deliverables of RPO engagements evolve, so should the metrics. Here are some nextgeneration metrics that help determine both efficiency and effectiveness. "The hiring criteria should mirror the performance appraisal criteria," adds Ranjan. HR "needs to drive that consistency." The RPO provider controls the recruitment process and the individual departments control the performance appraisal, but these two groups are probably not going to be talking to each other a lot; it's up to HR to make sure these two sets of criteria match. 1. Hiring manager satisfaction/performance appraisal comparisons The problem: Quality of hire remains difficult to measure. That's why most service level agreements include proxy measurements to obtain hiring quality another way, reports Ranjan. "Among all the metrics, this is the single most important," says Ranjan. And one of the most frequently used proxies is hiring manager satisfaction. That means surveying managers at a fixed interval after they receive a new hire, usually three or six months. But those surveys only tell part of the story—some hires will start off strong and then tail off; others will continue to grow steadily in their jobs. Strengths may come to the fore and weakness may be found. Hiring managers may change their opinion on the quality of the hire. That's why, HR practitioners need performance data on the actual hires. [48] HRO TODAY MAGAZINE | NOVEMBER 2013 2. Job qualification accuracy The issue: Do you have the most accurate set of qualifications listed in the job description? Erin Lange, executive vice president of Pinstripe & Ochre House, says big data offers an opportunity to figure out which qualifications differentiate the great from the good performers. "A hiring manager wants to hire a sales person and says they want someone who has three to five years of experience, prior sales experience in the industry, and a background in sports," Lange explains. "Big data will give me the top performers, and I can validate these candidate qualities, finding out what the top performers do versus