Corporate recruitment departments are usually extremely busy places. The focus is mostly on filling currently open requisitions. Satisfying the internal customers' immediate needs is paramount. Large quantities of fascinating data can be collected during that process but seldom are. My experience is that even when that data is collected, it is rarely analyzed.
Following are some ideas about what to collect and analyze.
- Source of hire data is really important. It's relatively easy to collect too. The most accurate data can usually be found on application documents. Make sure that the people who review those documents with the applicant, double check the accuracy of the data with the applicant. Many applicants will just put "Internet", "company Website", or "Monster". Ask them to clarify. Capture the best data you can and start reviewing it monthly for all your hires and non-hires. In time you will learn a lot.
- How effective are your Internet job postings? The source must be automatically registered. If you're relying on candidates to select the source from a list, then your data is likely no better than random. Most candidates will pick the first site on the list. There is no reason for the candidate to care about selecting the real source. Automate this or don't bother collecting the data.
- Are employee referrals your largest source of hires? They probably are, but are they your best source of quality hires?
- Are you measuring quality of hire? Are you looking at the relationship between quality of hire and source of hire?
- Are you looking at the effectiveness of your recruiters? Number of placements is the sledge-hammer metric. But is it all that relevant? Surely the type and range of positions being handled by a specific recruiter are important. For example, you may have a recruiter who places a high volume of similar, non-exempt people and another who places a smaller number of difficult to find exempt professionals. Does it make sense to compare their performance based on raw number of hires? Is one more valuable to the organization than the other?
- Are you keeping metrics on each recruiter's performance over time?
- Do you have a measure of all non-recruiting activity that you require your recruiters to do? Is it the same for each recruiter?
- Do you keep records of the ratio of internal fills to fills by third party recruiters?
- Do you keep records of third party recruiter fees paid per corporate recruiter?
- Do you measure internal customer satisfaction with the performance of the recruitment function as a whole and of each recruiter?
It would take a serious effort to begin collecting all the data mentioned above and to regularly analyze that data. Most corporate staffing departments probably have an idea about some of these areas but I question if the data they collect is valid and analyzed in such a way that informed business decisions can be made.