Recruiting Leader Data Toolkit
|
|
- Marylou York
- 6 years ago
- Views:
Transcription
1 Recruiting Leader Data Toolkit Six Calculators, Worksheets, and Resources to Help You Better Understand Talent Acquisition and Direct Hire Agency Performance
2 Recruiting Leader Data Toolkit 2 INTRODUCTION When you re a recruiting leader, you re fighting a lot of battles. Hiring managers need new employees yesterday, your team might be constantly understaffed, and executives want to know how you re working strategically to hire to meet the goals of the organization. You need reliable resources that can help you make sense of your recruiting organization, so you can make strategic plans for your recruiting organization that are informed, cost-sensitive, and performance-oriented. In this toolkit, we ve included: Understanding the broad talent acquisition picture... 3 Assessing internal and external spend... 4 Cost-per-hire calculator... 5 Recruiting cost ratio calculator... 6 Assessing internal recruiting team quality... 6 Internal recruiting team quality worksheet... 8 Understanding the agency picture... 9 Tracking agency spend...10 Agency cost calculator...10 Direct hire agency benchmarking data...11 Tracking agency quality...14 Agency quality calculator...16 Conclusion: Taking a data-driven approach to recruiting...17 BountyJobs frequently encounters organizations that need help understanding not only their direct hire agency performance but their talent acquisition performance as a whole. Whether you re trying to get more information on how agencies are performing, how your in-house team is actually using agencies, or even something as simple as costs, BountyJobs has helped organizations sort these pieces of data out for the last eight years. We recognize that agency use is only a small piece of your overall talent acquisition efforts. In order to get a clearer picture of your agency performance, you need to take a step back and evaluate your entire talent acquisition organization. You can t just look at the direct hire agency stats and make an assessment without looking at the rest of your talent acquisition picture; you ll need both to see an impact on your organization.
3 Recruiting Leader Data Toolkit 3 Take, for example, a straightforward measurement like cost per hire. Now, it might be higher for agencies than across the rest of the talent acquisition organization, but what types of roles are you using agencies for? Are you only using them for executives or difficult-to-fill roles? Context is key. In that scenario, many organizations are willing to pay more. Other organizations might use it as a reason to increase their internal capabilities through hiring or training. Another might outsource more roles to a direct hire agency. No matter your strategy, your first step should be to understand what s going on in your overall recruiting organization. The following sections and tools will help you start doing just that. UNDERSTANDING THE BROAD TALENT ACQUISITION PICTURE Most organizations want to have a better understanding of how they re spending their hard-earned recruiting dollars. For too many of them, projecting these costs is nearly impossible: hiring managers and departments might have final authority on the budget, tracking performance can be difficult, and agencies might be used under the radar. As you look to understand the strategic outlook for recruiting, we ll cover how to understand the costs and some of the metrics that you should be looking at broadly to help you discover quality of hire. The first thing we ll look at is cost one of the most common concerns we hear about.
4 Recruiting Leader Data Toolkit 4 Assessing internal and external costs We want to first understand the costs that are going into your talent acquisition program. According to the American National Standard for Human Resource Management, 1 costs should be divided into two different categories: internal and external. Internal costs This tracks costs that are strictly internal to the organization. It includes costs such as: External costs Everything else falls under external costs. This includes things like: Salaries, benefits, development, and Direct hire agencies other loaded costs of your entire recruiting team. Your recruiters, sourcers, admins, and even the time you spend Applicant tracking systems and other technology costs recruiting fall under this category. Job advertising Hiring manager time spent on recruiting. Travel to job fairs This might be hard to estimate, but you can do it based on the amount of time hiring Interviews and background checks managers spend per requisition and their Assessments and other pre-hire services average salary. Office costs. This includes any proportion of the physical costs that your team takes up in office space. Any other internal costs. If there s any other loaded internal costs that you would typically count toward a department, this is where you d capture it. To help you understand the cost picture, we ve included a worksheet and a calculator in the following section. One is a cost-per-hire worksheet that will help you capture all of your internal and external costs and help you figure out your cost per hire. The other is a recruiting cost ratio calculator. Once you ve captured your recruiting costs, you can understand your recruiting-cost ratio. As a benchmark, Staffing.org puts the average recruiting cost ratio at 10.1 percent
5 Recruiting Leader Data Toolkit 5 COST PER HIRE BASIC ASSUMPTIONS BOX TOTAL Hires (expected in 12 months or actual of a 12-month period) Average annual compensation per hire Average hiring manager hourly rate Average time (in hours) hiring managers spend on hiring per requisition A B C D # # INTERNAL COSTS (INCLUDE SALARIES, BENEFITS, LOADED COSTS) BOX TOTAL Recruiting managers Recruiters Sourcers Administrative staff Hiring manager cost (Boxes A D C) Office costs Other internal costs TOTAL INTERNAL COSTS (Add boxes E K) E F G H I J K L EXTERNAL COSTS BOX TOTAL Direct hire agency Advertising (job postings, online advertising, print) Career fair (including travel) Resume access Technology (ongoing) Candidate research Referral program cost Background check Reference check Assessments IT support for technology Other external costs TOTAL EXTERNAL COSTS (Add boxes M X) M N O P Q R S T U V W X Y TOTAL RECRUITING COSTS (Boxes L + Y) COST PER HIRE (Boxes Z / A) Z AA
6 Recruiting Leader Data Toolkit 6 RECRUITING COST RATIO RECRUITING AND COMPENSATION COSTS BOX TOTAL Total Recruiting Costs (Box Z) Total Compensation Recruited (Boxes A B) RECRUITING COST RATIO (Boxes BB / CC x 100) BB CC DD % Benchmark From Staffing.org = 10.1% Assessing internal recruiting team quality Assessing and managing costs makes sense for every organization, but it doesn t answer all of the questions about overall talent acquisition performance. A key component of recruiting department success is understanding the quality you can drive within your internal organization (we ll get to understanding the external picture in the next section). If you re just getting started tracking quality, here are five key areas to start with: Requisition load by recruiter: This is the average number of open positions a recruiter is trying to fill. Depending on the types of positions the recruiter hires, we ve seen this number range from less than five to more than 20. Candidates per hire by recruiter: This is the number of candidates a recruiter brings in to a final interview to fill a position. Four candidates is a good baseline for most organizations. Candidate quality by recruiter, channel, job level, and geography: Have hiring managers do a quick rating of candidate quality. Track performance of hired employees and track against source, recruiter, position, and location. Time to interview, offer, and fill: Track each job from the time it opens to the time of the first interview, offer, and fill. If you can break this out on a per-job level or location basis, it will be more helpful to understand that it will take longer to fill certain types of positions in certain areas. First-year retention: Track new hires for first-year retention percentage. When someone quits or is let go in the first year, it falls at least partially on a bad hire fit.
7 Recruiting Leader Data Toolkit 7 We ve put together a worksheet in the following section that can help you get started on tracking this, but it s likely that some of your existing applicant tracking or HR systems might be able to help. Even with all of this all of this information, we can t tell you how to prioritize this information. That s going to depend on your organization. Some will outspend competitors to get people hired faster or with better quality, while others take a slower, more deliberate approach. Neither is wrong, but you need to understand what is driving the overall talent acquisition picture for your organization. At the very least, it s worth understanding the kind of quality you re getting from your internal recruiting team as you begin to dive into understanding your agency use.
8 Recruiting Leader Data Toolkit 8 INTERNAL RECRUITING TEAM QUALITY RECRUITER NAME AVG. PER RECRUITER Level 1 Reqs (Administrative, clerks) Level 2 Reqs (Technical, managerial) Level 3 Reqs (Executive, low availability) Candidates per Hire (# of candidates to final interview per hire) Candidate Quality (Average rating from hiring manager, 1-5) Average Time to Interview (Number of days it takes to get the first interview) Average Time to Offer (Number of days it takes to give an offer) Average Time to Fill (Number of days it takes for a new hire to begin) First-year Retention (Percentage of year the average hire stays)
9 Recruiting Leader Data Toolkit 9 UNDERSTANDING THE AGENCY PICTURE The first thing people question about their agency use is usually how much they re spending on agencies across the entire organization. Getting a handle on direct hire agency costs can be tough. As we like to say, agency use in organizations is an 8 billion leaky faucet. It can be more difficult if you haven t been tracking costs consistently across your organization. In many organizations, hiring managers can and do go rogue and use direct hire agencies on their own. They may hide those costs, purposefully or inadvertently, making it difficult for even the folks in accounting to know exactly how much is being spent. If you re just getting started, you can often begin understanding your agency costs by looking at: Accounting codes: If you have an accounting code that your organization has consistently used to track agency costs, you re in a better position than most. You might even be able to break it down by department, vendor, and position. Invoices: If your use of accounting codes has been inconsistent, you can look to invoices to sort it out. After all, direct hire agencies are definitely getting paid, and it s usually a pretty substantial amount. Talk to the hiring manager and department heads: If you strike out with accounting codes or invoices, it s time to have a conversation with hiring managers and department heads. Figure out how they are using and paying for direct hire agencies. It could vary significantly from department to department.
10 Recruiting Leader Data Toolkit 10 Tracking agency spend Like before, the cost associated with direct hire agencies is often the first thing recruiting leaders are interested in. For agencies, you ll want to focus on four key metrics that should be fairly straightforward to track: Total amount spent on agencies: An organization-wide figure, as well as a location or job-level breakdown of those costs, is preferable. Average fee by dollar/percentage: Both the dollar amount spent per position and average percent are relevant measures, especially if you re looking to benchmark with other organizations. Agency cost per hire: The total amount of money spent on agencies divided by the number of hires you made. You ll want this so you can compare agency cost per hire vs. the overall cost per hire. Agency recruiting cost ratio: This is the total agency cost divided by total annual compensation of the hires made by agencies times 100. You ll want this so you can understand your agency cost ratio compared with your overall recruiting cost ratio. In the worksheets immediately following this section, we ve included two tools for you to better understand your direct hire agency costs. The first is a worksheet that will help you gather and calculate all of these costs. The second is a benchmarking report from BountyJobs that lists average fees in percentage and dollars by job category and industry. AGENCY COST CALCULATOR AGENCY COSTS Total spent on agencies Number of jobs filled by agencies Total compensation of jobs filled by agencies Average fee by dollar amount (Boxes EE / FF) Average fee by percent (Boxes EE / GG 100) Agency Cost per Hire (Box HH) Agency Recruiting Cost Ratio (II) BOX EE FF GG HH II JJ KK # TOTAL % %
11 Recruiting Leader Data Toolkit 11 ALL DIRECT HIRE FEES AS DOLLAR AMOUNTS 25,000 20,000 15,000 10,000 5, ,518 18,892 19,366 20,793 22, ALL DIRECT HIRE FEES AS PERCENTAGE OF FIRST YEAR S SALARY 21.5% 21.0% 20.5% 21.0% 21.2% 20.0% 19.5% 19.0% 18.5% 19.8% 20.2% 20.6%
12 Recruiting Leader Data Toolkit 12 INDUSTRIES RANKED BY AVERAGE FEE AVERAGE FEE AMOUNT INDUSTRY Aerospace/Aviation/Defense 24,565 23,248 23,885 20,617 22,635 Energy 21,017 22,751 21,576 22,684 24,440 Engineering 19,066 19,668 18,987 21,683 22,955 Financial Services 21,042 21,240 22,920 24,974 24,089 Healthcare/Health Services 15,753 15,862 17,514 17,827 17,468 Information Technology 18,139 19,479 19,624 22,186 24,096 Manufacturing and Production 18,119 19,314 18,762 18,745 19,924 Pharmaceutical/Biotechnology 27,092 27,176 25,514 28,392 31,449 Professional Services 14,401 16,882 17,788 17,804 17,797 Retail/Wholesale 16,059 17,819 18,054 18,873 18,438 GRAND TOTAL 18,518 18,892 19,366 20,793 22,093 JOB CATEGORIES RANKED BY AVERAGE FEE AVERAGE FEE AMOUNT INDUSTRY Research and Development 22,877 27,098 22,926 31,144 39,032 Executive 33,194 32,432 25,764 29,500 30,567 Finance/Accounting/Legal 20,183 20,531 21,881 23,810 24,019 Information Technology 19,231 19,229 19,832 21,791 23,320 Engineering 19,637 19,838 19,586 21,242 23,070 HR Management 18,986 18,556 18,793 20,941 23,480 Sales/Marketing/Creative 18,241 19,297 18,987 18,687 20,512 Manufacturing 16,741 19,819 18,529 18,235 19,395 Office/Clerical/Administrative 16,858 15,305 17,268 20,702 18,093 General Management 15,886 16,344 18,693 18,976 21,176 Medical/Health 15,822 15,592 17,432 18,182 18,174 GRAND TOTAL 18,518 18,892 19,366 20,793 22,093
13 Recruiting Leader Data Toolkit 13 JOB CATEGORIES RANKED BY AVERAGE PERCENTAGE OF FEE AVERAGE PERCENTAGE OF FEE INDUSTRY Research and Development 23% 24% 25% Finance/Accounting/Legal Manufacturing Engineering HR Management Information Technology Sales/Marketing/Creative Office/Clerical/Administrative Executive Medical/Health General Management 18% AVERAGE
14 Recruiting Leader Data Toolkit 14 Tracking agency quality Outside of costs, you ll also want to track a few quality metrics that will help you understand which agencies are doing well for your organization. Three of the metrics will help you compare the results agencies are able to provide to your own internal team. They include: Candidate quality by recruiter, channel, job level, geography: Have hiring managers do a quick rating of candidate quality. Track performance of hired employees and track against source, recruiter, position, and location. Time to interview, offer, and fill: Track each job from the time it opens to the time of the first interview, offer, and fill. If you can break this out on a per-job level or location basis, it will be more helpful to understand that it will take longer to fill certain types of positions in certain areas. First-year retention: Track new hires for first-year retention percentage. When someone quits or is let go in the first year, that falls at least partially on a bad hire fit. The second set of quality metrics is mostly to help you understand how direct hire agencies compare with one another. They include: Number of jobs taken: Does the agency only get a handful of jobs or does it get more than its fair share? Agency performance can vary depending on how much each agency gets to work. Average days to submit/interview: One advantage to using agencies is the amount of time it takes to get candidates in the door. Understanding the velocity, especially as they compare to others, is critical. Refund or replacement rates: If you re having to replace employees from an agency, you need to monitor refunds or replacements to see who is getting it right on the first try. Compliance or special initiatives: If you have particular compliance requirements or initiatives, like diversity, you ll want to track agencies that help you in those areas. Even an agency that might not be performing in line with the rest could be a good partner for a hiring initiative.
15 Recruiting Leader Data Toolkit 15 We ve included a worksheet in the following section that can help you capture all of these measures to compare direct hire agencies to your internal processes and to one another. Unfortunately, more advanced metrics and agency quality can be nearly impossible for you to track manually without a vendor management system like BountyJobs in place that manages all of your direct hire agencies.
16 Recruiting Leader Data Toolkit 16 AGENCY QUALITY AGENCY NAME AVG. PER AGENCY Number of Jobs Taken (Number of jobs agency has taken in last 12 months) Average Days to Submit (Average days to submit candidate to hiring manager) Refund or Replacement Rate (Average percentage of hires who need replacements or refunds) Compliance/ Initiatives (Scale of 1-5 how helpful agency is to compliance or initiatives) Candidate Quality (Average rating from hiring manager 1 5) Average Time to Interview (Number of days it takes to get the first interview) Average Time to Offer (Number of days it takes to give an offer) Average Time to Fill (Number of days it takes for a new hire to begin) First-year Retention (Percentage of year the average hire stays)-
17 Recruiting Leader Data Toolkit 17 CONCLUSION: TAKING A DATA-DRIVEN APPROACH TO RECRUITING Are you feeling overwhelmed thinking about all of the information you need to track down? That s OK. To get a data-driven picture of talent acquisition, you have to start somewhere. Sometimes, that might require focusing on a key metric that s driving the conversation in the organization (like cost). Other times, organizations are looking to completely rethink their talent acquisition program. How you use this information won t be the same as another company. We ve seen organizations completely turn over direct hire agencies, readdress technology, and consider structural changes to their internal recruiting teams. Others might just be looking to push down costs a bit and want to do more than just cut across the board. However you need to understand your talent acquisition organization, collecting the data is a start, even if you don t know how you ll use it. We put together these tools to help guide you through the process of analyzing your talent acquisition and direct hire strategy: The cost of hire and recruiting cost ratio calculators can be used to dissect and compare agency vs. internal performance. Agency cost worksheets can help you track down all of your agency costs. The quick-reference fee chart can help you determine how you re stacking up compared with the market. Quality worksheets can help you determine how your team and agencies are performing in key metrics. Some metrics, such as agency spend and performance, can be tough to track on your own. We know. It s one of the reasons we started BountyJobs.
18 Recruiting Leader Data Toolkit 18 We can help you manage your agency relationships better and help you get a complete picture of your direct hire agency data. We ve guided many organizations through the transition to BountyJobs and helped them understand direct hire agency relationships much more deeply than they can on their own. WANT TO LEARN MORE? Have questions about using this toolkit? You can get in touch with us and find out how we can help you become a better data-driven recruiting leader. ABOUT BOUNTYJOBS BountyJobs is a direct hire agency recruiting marketplace that simplifies the entire process between companies and direct hire agencies, helping companies hire better candidates, faster. BountyJobs uses the only data-driven VMS that gives HR teams and hiring managers complete control and clarity. Through one contract, one portal, and unrivaled benchmarking data, BountyJobs partners to help you simplify, analyze, and then deliver unmatched velocity and results in landing candidates from direct hire agencies. bountyjobs.com
Recruiting Leader s Guide to Direct Hire Agency Planning
Recruiting Leader s Guide to Direct Hire Agency Planning Setting Your Agency Recruiting Strategy for 2016 Recruiting Leader s Guide to Direct Hire Agency Planning 2 INTRODUCTION Direct hire agencies are
More informationTalent Acquisition Leader s Guide to Recruitment Agency Planning. Setting Your Agency Recruiting Strategy for 2017
Talent Acquisition Leader s Guide to Recruitment Agency Planning Setting Your Agency Recruiting Strategy for 2017 Introduction Recruiting agencies are a big business. In fact, Staffing Industry Analysts
More informationA Guide To Socialbakers Analytics and its Enhanced Facebook Insights
A Guide To Socialbakers Analytics and its Enhanced Facebook Insights 2 Introduction To make accessing and understanding your metrics easier and more useful, we ve enhanced Socialbakers Analytics with tighter
More informationTHE BOUNTYJOBS MARKETPLACE FOREWARD
FOREWARD In 2015 we released the first edition of our annual agency recruiting benchmark report, in which we focused on big picture trends in fees and salaries over the past 5 years. As we shifted to the
More informationReasons Why Employee Referrals Matter to Small to Mid-sized Businesses
Reasons Why Employee Referrals Matter to Small to Mid-sized Businesses CLICK BELOW TO LEARN MORE ON WHY REFERRALS MATTER: INTRODUCTION One of the toughest challenges small to mid-sized businesses (SMBs)
More informationPutting Workforce Analytics to Work: Achieving Objectives and Realizing Outcomes
Putting Workforce Analytics to Work: Achieving Objectives and Realizing Outcomes Workforce analytics turns people and business data into actionable intelligence. If you re in HR, you ve no doubt noticed
More informationChecklist for Working with Recruiters by R. Anne Hull
Checklist for Working with Recruiters by R. Anne Hull In today s job market, it may be useful to work with someone who can help you to more readily navigate the challenges of finding the right job. Although
More informationYou ve met our apprentices. Now meet yours.
You ve met our apprentices. Now meet yours. Managers Guide Recruiting an apprentice INTERNAL ONLY The practical part By now, you should know the facts about our apprentices, and we hope you want to get
More informationInsights On Video Interviewing
Insights On Video Interviewing Written by David Creelman Sponsored by videointerview_whitepaper_hirevue_060616.indd Introduction There s no doubt that video interviewing is fascinating, but is it a technology
More informationSource-of-Hire Metrics A Study by The WorkPlace Group in collaboration with Frostburg State University 2016
Source-of-Hire Metrics A Study by The WorkPlace Group in collaboration with Frostburg State University 2016 Copyright 2017, The WorkPlace Group www.workplacgroup.com Source-of-Hire Among the most popular
More informationGlobal Recruiting Trends What you need to know about the state of talent acquisition
Global Recruiting Trends 2017 What you need to know about the state of talent acquisition What s in this report 1 Why read this? 6 The impact of employer branding 2 Top 5 takeaways 7 Looking ahead: Recruiting
More informationHow to Hire a VA (Virtual Assistant) -List Processing -Running GIS Software -Initial Scanning of GIS Photos
How to Hire a VA (Virtual Assistant) -List Processing -Running GIS Software -Initial Scanning of GIS Photos Where to Find Virtual Assistants and What to Look For A virtual assistant is someone who helps
More informationRECRUITING FUNNEL BENCHMARK REPORT. Analysis and Actionable Tips to Improve Recruiting Performance
2017 RECRUITING FUNNEL BENCHMARK REPORT Analysis and Actionable Tips to Improve Recruiting Performance Table of Contents WHAT S NEW IN 2017...2 INTRODUCTION TO THE RECRUITING FUNNEL...3 RECRUITING FUNNEL
More informationManagers Think It's All About the Money (Employees Disagree)
Managers Think It's All About the Money (Employees Disagree) When employees and their managers are asked about what they value at work, the answers are surprisingly different, says consultant Andrew Botwin,
More information10 ways to make your field service organization a profit center
10 ways to make your field service organization a profit center The goal of this ebook is to help you move your field service operations from a cost center to a profit center, and we ll outline 10 ways
More informationTop 10 Marketing Mistakes Even the Smartest Companies Make And How You Can Avoid Them
Top 10 Marketing Mistakes Even the Smartest Companies Make And How You Can Avoid Them By Susan LaPlante Dube & Maureen O Grady Condon, MS www.precisionmarketinggroup.com Top 10 Marketing Mistakes Even
More informationLIKES ARE GREAT, LEADS ARE BETTER
LIKES ARE GREAT, LEADS ARE BETTER How to Grow Your Business Using Social Media Copyright 2016 Act-On Software Social Media is a Beautiful Thing It allows you to do three important activities: connect with
More informationDON T FORGET ABOUT MEASUREMENT. Written by: Miko Kershberg, WSI Digital Marketing Expert
Don t Forget About Measurement // 1 2 12.ch DON T FORGET ABOUT MEASUREMENT Written by: Miko Kershberg, WSI Digital Marketing Expert Don t Forget About Measurement // 2 Table of Contents Introduction...
More informationInnovative Marketing Ideas That Work
INNOVATIVE MARKETING IDEAS THAT WORK Legal Disclaimer: While all attempts have been made to verify information provided in this publication, neither the Author nor the Publisher assumes any responsibility
More informationOnboarding vs Orientation: Going beyond the Paperwork
Onboarding vs Orientation: Going beyond the Paperwork Table of Contents Introduction 3 Organizational Roadblocks 4 1. UTILIZE NEW HIRE PORTALS TO SPEED UP THE TIME TO PRODUCTIVITY 7 Centralize All Hiring
More informationCALCULATING THE ROI OF LEAD NURTURING
Definitive Guide to Lead Nurturing Lead Calculating the ROI of Lead Nurturing In Part One of the Definitive Guide to Lead Nurturing, we learned the value of lead nurturing done well, and in Parts Two and
More informationEmployer Branding Essentials. 4 Tips Inspired by LinkedIn s Top Attractors Ranking
Employer Branding Essentials 4 Tips Inspired by LinkedIn s Top Attractors Ranking Introduction Your reputation as an employer is everything. If you have a good one, top candidates want to work for you
More informationCareer Activities. The Gallup Organization
Career Activities Quick activities to help students communicate their strengths in interviews, resumes, and conversations. The Gallup Organization Activity #1: Meaningful Roles Goal: To help students think
More informationWhy Do So Many Online Businesses Fail?
Why Do So Many Online Businesses Fail? Why do online businesses fail? This question isn t easy to answer. More often than not, there are multiple factors that prevent online businesses from turning a profit,
More informationRetail Hiring and Payroll Management Tactics to Save Time
eating the Clock: Retail Hiring and Payroll Management Tactics to Save Time Sponsored by able of Contents A Retail Snapshot of the United States Hiring and Payroll Challenges in the Retail Industry Retail
More informationQUICK & EASY TIPS FOR SUPPLY & DEMAND
QUICK & EASY TIPS FOR SUPPLY & DEMAND HOW CAN I SEE RESULTS FOR MULTIPLE LOCATIONS AT ONE TIME? You can now create regions in the Supply & Demand Portal and view Hiring Indicator results for multiple areas
More informationCorporate Brochure. Elevate Your Flexible Workforce Management and Services Procurement
Corporate Brochure Elevate Your Flexible Workforce Management and Services Procurement Table of Contents SAP FIELDGLASS: POWERING YOUR FLEXIBLE WORKFORCE 4 IDENTIFYING YOUR CHALLENGES 6 DELIVERING YOUR
More information30 Behavioral Interview Questions
30 Behavioral Interview Questions to Identify High-Potential Candidates Talent Solutions Table of contents Why behavioral interview questions matter 3 6 soft skills that reflect potential 4 Adaptability
More informationSOCIAL RECRUITING 101: Five Steps. to Get You Started Today. to Get You Started Today
SOCIAL RECRUITING 101: Five Steps to Get You Started Today to Get You Started Today Social Recruiting 101: Five Steps to Get You Started Today Page 2 Contents Introduction 3 Why social recruiting matters
More informationThe 4 Talent Acquisition Necessities
The 4 Talent Acquisition Necessities According to PwC, 51% of CEO s are pursuing significant changes to technology. 1 That s because the process of finding and acquiring skilled labor to meet a company
More informationWhat are your salary expectations?
Get The Job Réussir son entretien en anglais What are your salary expectations? What does the recruiter want to know? What salary makes the job attractive to you! That you know the value of your work &
More information2014 Talent Acquisition Survey
2014 Talent Acquisition Survey September 2014 2014 Jibe. All Rights Reserved. 1 Job Seeker & Talent Acquisition Challenges Every day, millions of Americans are searching for work. And in today s techenabled
More informationKey Performance Indicator Mapping
Key Performance Indicator Mapping This exercise won t give you specific metrics to use or things to measure. What this will do is give you an extremely powerful tool to build the foundation to develop
More informationTHE EPIC FAIL SERIES: Onboarding Gone Wrong
THE EPIC FAIL SERIES: Onboarding Gone Wrong Page 2 When Onboarding Goes Terribly Wrong We ve all experienced this at some point in our careers. Today, you re starting a new job and you step into the building,
More informationTurning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program
Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to
More informationA RECRUITER S GUIDE TO
EASE THE HIRING AND A RECRUITER S GUIDE TO INTERVIEW PROCESS WITH TECHNOLOGY RECRUITING S PAST & PRESENT The framework of the job interview still remains the same. In the past, the interview was the first
More informationWHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
More informationThe 5 Essential SOCIAL MEDIA MARKETING REPORTS
The 5 Essential SOCIAL MEDIA MARKETING REPORTS Introduction How often do you review the data generated by your social campaigns? As a busy social media manager, you need to be efficient with the time you
More informationCOMPENSATION PLANNING CYCLE
5 STEPS FOR ENSURING A SUCCESSFUL COMPENSATION PLANNING CYCLE Introduction Compensation planning is one of the most important processes in any organization, but it can also be the most challenging. Each
More informationThe Envision process Defining tomorrow, today
The Envision process Defining tomorrow, today Because life and the markets change over time, you need an investment plan that helps you know exactly where you stand now, tomorrow, and in the years to come.
More informationExecutive Perspective Unique Viewpoints from Industry Leaders
Mark Marron CEO and President, eplus Editor s Note: Mark Marron became the Chief Executive Officer and President of eplus inc. on August 1, 2016. He began his career at eplus in 2005 as Senior Vice President
More informationThe Essential Relationship between HR and Marketing
The Essential Relationship between HR and Marketing A Definitive Guide on How HR and Recruiting Departments Can Adopt Marketing Techniques to Attract the Best Talent Recruiting departments are increasingly
More information2017 icims Inc. All Rights Reserved.
Let s Think About a Different Way to Recruit Every company recruits differently, AND THAT S A GOOD THING. But if you take a manual approach to recruiting (the kind that involves collecting paper resumes
More informationFour Ways Recruiters Build Trust With Engineering Managers
WHITE PAPER Four Ways Recruiters Build Trust With Engineering Managers by Blane Shields Customer success leader at HackerRank INTRODUCTION In the technical recruiting game, earning trust from your partner
More informationCalculate What it Costs to Replace an Employee
These calculations will easily reach 150% of the employee s annual compensation figure. The cost will be significantly higher (200% to 250% of annual compensation) for managerial positions. Employees of
More informationBuild your skills: Pay calculations Part 1
Working out pay and overtime calculations This task has three parts to it. Part 1 In this part, you will find information and activities to help you work more confidently when making pay and overtime calculations.
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 If you agree people are your most valuable asset
More informationAgency Intake Questionnaire
Role Requisition # Hiring Manager Agency Intake Questionnaire Effective communications with your client are critical for both sourcing the right talent and then selling the client on vetted candidates.
More informationHOW TO HIRE A SECURITY TEAM STRONG AND EFFECTIVE HOW TO HIRE A STRONG AND EFFECTIVE SECURITY TEAM - 1
HOW TO HIRE A STRONG AND EFFECTIVE SECURITY TEAM HOW TO HIRE A STRONG AND EFFECTIVE SECURITY TEAM - 1 Introduction Your organization is thinking about building a dedicated security team, but do you know
More informationADWORDS INDUSTRY BENCHMARK REPORT
ADWORDS INDUSTRY BENCHMARK REPORT 2016 Executive Summary Is it important for B2B marketers to keep up with the Joneses? This idiom refers to the comparison of our neighbors accumulation of material goods
More informationIN THE ABSENCE OF GOOD DATA ONE CANNOT MAKE GOOD BUSINESS DECISIONS
ONE CANNOT MAKE GOOD BUSINESS DECISIONS Ellen Freedman, CLM Law Practice Management Coordinator Pennsylvania Bar Association Please indulge me for a minute: reread the title of this article. OK, now one
More information7 TIPS TO SUPER-CHARGE CORNERSTONE
7 TIPS TO SUPER-CHARGE CORNERSTONE You have great talent. You have a great platform. How can you go even further? GOALS DEVELOPMENT PLANNING TRAINING CREATIVITY VISION LEARNING www.tribridge.com/hcm hcm@tribridge.com
More informationINTERNSHIP STARTER HANDBOOK For Community Providers
OFFICE OF INTERNSHIPS INTERNSHIP STARTER HANDBOOK For Community Providers Thank you for your interest in partnering with California State University San Marcos to provide internship opportunities to CSUSM
More informationInsurance Operations: Managing Change for Maximum Results
Insurance Operations Guide Insurance Operations: Managing Change for Maximum Results A guide to seamlessly update processes and systems Insurance companies are complex organizations managing multiple levels
More informationWhite Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase
White Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase Introduction Engaging an Executive Search firm or a Headhunter
More informationEverything you need to know about. The Motor Ombudsman. TheMotorOmbudsman.org
Everything you need to know about The Motor Ombudsman. The first and only ombudsman dedicated to the automotive sector. Here to help Every day, we help consumers, car manufacturers, franchise dealerships,
More informationBUSINESS AGILITY IS humanly possible
BUSINESS AGILITY is humanly possible We ve entered the Human Age, when the old rules of business are giving way to the new. In today s complex business environment, technology and capital no longer guarantee
More informationMarginal Costing Q.8
Marginal Costing. 2008 Q.8 Break-Even Point. Before tackling a marginal costing question, it s first of all crucial that you understand what is meant by break-even point. What this means is that a firm
More informationThe Recruiter s Blueprint
A Research ebook by: The Recruiter s Blueprint For Better Quality of Hire The Recruiting Metric You Can t Ignore We know that data drives recruitment success but there are a lot of different metrics to
More informationTips for Employer Relationship Building: A Guide for IPS Supported Employment Specialists
Tips for Employer Relationship Building: A Guide for IPS Supported Employment Specialists Developed by: Sarah Swanson, Dartmouth PRC; Jerry Wood, Division of Vocational Rehabilitation Vermont; Laura Flint,
More informationVolume Recruiting Effectiveness
5Ways to Ensure High- Volume Recruiting Effectiveness Hiring for high-volume positions, such as salespeople or customer service representatives, can present a number of challenges. For example, the sheer
More informationTHE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program
THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.
More informationUSING FACEBOOK FOR RECRUITING
USING FACEBOOK FOR RECRUITING Stand OUT Stay TOP of mind Sell MORE 1/29 With over 1.44 billion monthly users, Facebook can t be ignored. For staffing and recruiting firms, Facebook offers unmatched opportunity
More informationWhat Is Coaching? Overview Guiding Church Leaders
What Is Coaching? Overview Guiding Church Leaders With all the costs involved in a new software subscription for your church, why would you even consider adding one more thing implementation coaching?
More informationSTAFFING FIRMS ADOPTING INNOVATION. in a Bid to Stay Relevant. Compunnel
STAFFING FIRMS ADOPTING INNOVATION in a Bid to Stay Relevant Compunnel Introduction 1 2 3 4 5 6 7 8 9 Changing Perspective A New Look at Old Problems What Else You May Ask? Economy on the Verge of a Unique
More informationMeasuring Your ROI On Social Media
Measuring Your ROI On Social Media So What? * Measuring what matters means measuring relationships * All transactions conducted today are still driven by relationships * Building, managing, and measuring
More informationTen Tips For Marketing To Homeowner Associations
HOA-USA.com Ten Tips For Marketing To Homeowner Associations We help you grow your business in the Homeowner Association Industry 1204 Village Market Pl #300 Morrisville, NC 27560 info@hoa-usa.com (919)
More informationYour Action Plan to Launch New Paid Content
Is your circulation flat? Are you having trouble attracting new subscribers? Do you want to expand your offerings to new markets? If yes, then consider launching a new paid subscription product. However,
More informationFive Essential Components of Hospitality Marketing
Five Essential Components of Hospitality Marketing You manage a hotel or resort and want people to stay there. Seems like a reasonable request. The question is, how do you make it happen? The world of
More informationNative Education & Training College 90 Division Street North Bay ON P1B 8Z4 Toll Free: ~ Fax: Website:
Native Education & Training College 90 Division Street North Bay ON P1B 8Z4 Toll Free: 1.800.267.2577 ~ Fax: 705.497.7839 Website: www.nativetc.com Apprenticeship Training Apprenticeship Training is available
More informationcareer exploration Wish you had your career all figured out? Do not despair! *
career exploration Making a decision about what type of work you want to pursue after your education at Amherst College can be difficult. You might be feeling a lot of pressure to figure it all out before
More informationPricing Crochet Fairly for Maximum Profit
Pricing Crochet Fairly for Maximum Profit From individual pieces to speaking engagements, don t sell yourself short Sedruola N. Maruska Copyright 2013 Sedruola N. Maruska / Yarn Obsession Copyright 2013
More informationACADEMIC CAREERS: SALARY NEGOTIATIONS
ACADEMIC CAREERS: SALARY NEGOTIATIONS You may hear back quite soon if you were the final interview candidate, but as in all things related to the academic job search process, soon is a relative term. Some
More informationBest Practices for Building Your Employee Talent Pool: Talent Recruiting And Acquisition
Best Practices for Building Your Employee Talent Pool: Talent Recruiting And Acquisition Vice President, HR & Compensation Markets: Founder: Managing Editor HR: Legal Editors: Contributing Legal Editors:
More information7 Ways to Build a Better Business Case for HIGH IMPACT TALENT MANAGEMENT Technology
High Impact Talent Management 7 Ways to Build a Better Business Case for HIGH IMPACT TALENT MANAGEMENT Technology 7 Ways To Build A Business Case For High Impact Talent Management Technology The process
More informationThe Dirty Little Secret of Software Pricing
WHITEPAPER The Dirty Little Secret of Software Pricing Stan Schneider Mr. Customer, our price is $13,349 dollars per floating development seat. Larger teams need more support, so we charge 20% maintenance
More informationHiring the Best. a. The job description describes the duties, functions and responsibilities of the position
WHEN YOU ARE A MANAGER, IT DOES NOT MATTER HOW GOOD YOU ARE WITH YOUR WORK. YOU ARE BEING JUDGED BY HOW WELL YOUR EMPLOYEES DO THEIR WORK. The day you re given the assignment to fill an open position is
More informationDESIGNING YOUR CAREERS WEBSITE
DESIGNING YOUR CAREERS WEBSITE Contents Introduction... 2 1 Your corporate website homepage... 3 2 SEO and your links to Social Media... 5 3 Branding your careers home page... 7 4 Job descriptions... 9
More informationCounterproductive Performance Management Assumptions. You ' re St
10 Counterproductive Performance Management Assumptions You ' re St ill Making Companies need to adapt their performance management strategies to better reflect the changing dynamics of the modern workforce
More information5 Key Ingredients: Build Your Successful Online Business 12/6/17
5 Key Ingredients: Build Your Successful Online Business 12/6/17 By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day. Robert Frost 1. The 5 fundamentals
More informationTRANSCRIPTION: Xerox Thought Leadership Podcast Series. Communication Engineering Interview with Paul Lundy Xerox Global Services
TRANSCRIPTION: Xerox Thought Leadership Podcast Series Communication Engineering Interview with Paul Lundy Xerox Global Services GM: PL: Gabrielle Mclaughlin Paul Lundy GM: I am Gabriele McLaughlin from
More informationDRAW THE LINE ON SECURITY OFFICER WAGES.
DRAW THE LINE ON SECURITY OFFICER WAGES. The Impact of Costs In today s economy, price weighs heavily on the decision to buy any product or service including security contracts. Unfortunately, in an effort
More informationHow to Scale a Growing Business INSIGHTS FROM A SALESFORCE STARTUP
How to Scale a Growing Business INSIGHTS FROM A SALESFORCE STARTUP 1 Introduction In 2011, RelateIQ was a brand new software startup with just a few employees working from the kitchen of one of the cofounders.
More informationwith Electronic Data Interchange (EDI)
SIMPLIFY YOUR SHOP FLOOR with Electronic Data Interchange (EDI) BY LANGLEY MELENDRES GLOBAL SHOP SOLUTIONS SENIOR CONSULTANT We simplify your manufacturing. TODAY S GLOBAL MANUFACTURING MARKETS DEMAND
More informationMobile Marketing. This means you need to change your strategy for marketing to those people, or risk losing them to your competition.
Mobile Marketing Introduction Mobile marketing is one of the fastest growing segments of online marketing. Over the last two to three years, the number of people who access the internet on mobile devices
More informationHow To Improve the Quality and Cost of B2B Leads by Jeff Kostermans
How To Improve the Quality and Cost of B2B Leads by Jeff Kostermans Part 1 I don t care how stretched the marketing budget is or how tough the market is we need more and better quality leads ASAP! Ask
More informationEnhancing. Relationships
Sharing Marketing Excellence Enhancing CLIENT AGENCY Relationships 2015 ANA Survey Research ANA surveys are based on topics identified by the ANA and its membership as critical issues and emerging trends
More informationLaw firms & the 7 Ps. Why is there no real legal marketing?
Law firms & the 7 Ps. Why is there no real legal marketing? The past. I first joined a law firm in 2006. At that point most law firm marketing & business development teams comprised marketing generalists.
More informationAt This Education Nonprofit, A Is for Analytics Social services agencies are turning to data to find the practices that get the best results.
At This Education Nonprofit, A Is for Analytics Social services agencies are turning to data to find the practices that get the best results. Big Idea: Data & Analytics Interview June 30, 2015 Reading
More informationHow do my values influence my career choice? Which career am I most passionate about and why?
Choosing a Career 6 CAREERS The BIG Idea How do my values influence my career choice? Which career am I most passionate about and why? AGENDA Approx. 45 minutes I. Warm Up: Values (5 minutes) II. Comparing
More informationOutsourcing Payroll. Panacea or Pay-Per-View? A whitepaper by Geni Whitehouse
Outsourcing Payroll Panacea or Pay-Per-View? A whitepaper by Geni Whitehouse www.keneksoftware.com TABLE OF CONTENTS Two ends of the spectrum and lots in between... 4 The (real) cost of doing payroll...
More informationRetail: Tips for Reducing Recruitment Costs
White Paper Retail: Tips for Reducing Recruitment Costs Increase Your Hiring Performance while Decreasing Cost-to-Fill Recruiting in retail presents some pretty big challenges compared to other industries.
More informationRole of the Business Development Center (BDC)
Role of the Business Development Center (BDC) Over the years, many dealerships have struggled to get the entire team to realize and respect the role and value of a BDC. From being the first impression
More informationHow Stronger Talent Acquisition Drives Company Growth. and How You Can Blend it with Your Cornerstone Platform to Accelerate Your Workforce
How Stronger Talent Acquisition Drives Company Growth and How You Can Blend it with Your Cornerstone Platform to Accelerate Your Workforce Hiring teams fight a daily battle with recruiting and onboarding:
More informationHOW THE BEST DEALERS USING LOYALTY PROGRAMS TO BOOST CUSTOMER RETENTION
HOW THE BEST DEALERS STAY TOP-OF-MIND USING LOYALTY PROGRAMS TO BOOST CUSTOMER RETENTION EXECUTIVE SUMMARY Customer retention is every dealership s goal, but few have mastered a practical way to accomplish
More informationHousekeeping this webinar is being recorded for alumni who were not able to join us today. You will also be able to access it after if you choose.
Welcome to Unstick your career for RIT alumni! We will be covering some resources which will help you become Unstuck whether you are just looking at some options, looking to change jobs, or think you may
More informationADWORDS IS AN AUTOMATED ONLINE AUCTION. WITHIN A CAMPAIGN, YOU IDENTIFY KEYWORDS THAT TRIGGER YOUR ADS TO APPEAR IN SPECIFIC SEARCH RESULTS.!
1. What is AdWords? ADWORDS IS AN AUTOMATED ONLINE AUCTION. WITHIN A CAMPAIGN, YOU IDENTIFY KEYWORDS THAT TRIGGER YOUR ADS TO APPEAR IN SPECIFIC SEARCH RESULTS. This type of campaign is called a Search
More informationHiding in the Average: Why Human Capital Metrics Must be Disaggregated to be Effective Management Tools By Andrea Kropp
Hiding in the Average: Why Human Capital Metrics Must be Disaggregated to be Effective Management Tools By Andrea Kropp MEASURING THE HETEROGENEOUS WORKFORCE We ve all heard the joke that when Bill Gates
More informationPart 2: Improving talent acquisition through alignment, strategy, technology, and partnerships.
The Talent Forecast Part 2: Improving talent acquisition through alignment, strategy, technology, and partnerships. A global study to uncover what today's talent acquisition leaders can tell us about tomorrow's
More information