In-house recruitment careers: The data savvy recruiter wins every time
18 December 2015
In-house recruitment careers: The data savvy recruiter wins every time
Mon, 04 Jan 2016 | By Andrew Mountney
If you think or say you’re a great recruiter you’re going to be asked to prove it.
What’s at the heart of this?
For most businesses there’s increased use of data in decision making, and recruitment is no exception. Many hiring managers will expect MI [market intelligence] supporting each open requirement to be used by the organisation to inform whether hiring decisions are appropriate. That’s whether or not you as a recruiter believe they use it appropriately!
From your perspective the interest should be about how you deliver your role; are you inquisitive, do you act on your data to do a better job?
So what will the business want to know?
What does good data look like in your organisation? What are you reporting on and how are you using that information?
Time to hire (wherever you measure it from and to)
Cost of hire (how you work it out)
Volume of requisitions you manage
Your routes to market and return on them. You love your Recruiter Licence? Great — how many hires did you make from it?
Your percentage of direct hires (break that down)
To fill a role you regularly work, do you know your funnel?
Number of people you need to engage in the relevant pool for a telephone interview, to the number of people you need to bring in to make the hire
Agency spend
NPS [net promoter score] for candidate experience
How are you measuring diversity, what are your shortlist and hiring ratios?
We could go on. If you are a manager or a leader you’ll need this for your function.
How do you use this?
It will be accepted by even the most data-savvy firms that not everyone has access to the same data — but what they want to understand is what you do with what you’ve got.
If you have data that demonstrates you’ve cut your time-to-hire due to an increase in referred candidates, have you then used that to promote referrals in the business?
Organisations want to know that if you are given more you learn more; if you have the tools to build an evidence-based recruiting model, then you will.
Are you someone who sees completing MI as a chore or someone who wants to see how and why you are performing as you are and how you can improve? Some people have said to us it feels like going ‘back to agency’ but in a world where performance is measured it’s becoming the norm.
If you are interviewing, get to know your stats: not only do you need to know them to secure the role, you may just find you learn something that makes you better at what you already thought you were good at.
FROM JANUARY 2016'S RECRUITER MAGAZINE
Whether you think recruitment is a science or an art there’s an inevitability about being asked questions about how you use data if you interview for an in-house role.If you think or say you’re a great recruiter you’re going to be asked to prove it.
What’s at the heart of this?
For most businesses there’s increased use of data in decision making, and recruitment is no exception. Many hiring managers will expect MI [market intelligence] supporting each open requirement to be used by the organisation to inform whether hiring decisions are appropriate. That’s whether or not you as a recruiter believe they use it appropriately!
From your perspective the interest should be about how you deliver your role; are you inquisitive, do you act on your data to do a better job?
So what will the business want to know?
What does good data look like in your organisation? What are you reporting on and how are you using that information?
Time to hire (wherever you measure it from and to)
Cost of hire (how you work it out)
Volume of requisitions you manage
Your routes to market and return on them. You love your Recruiter Licence? Great — how many hires did you make from it?
Your percentage of direct hires (break that down)
To fill a role you regularly work, do you know your funnel?
Number of people you need to engage in the relevant pool for a telephone interview, to the number of people you need to bring in to make the hire
Agency spend
NPS [net promoter score] for candidate experience
How are you measuring diversity, what are your shortlist and hiring ratios?
We could go on. If you are a manager or a leader you’ll need this for your function.
How do you use this?
It will be accepted by even the most data-savvy firms that not everyone has access to the same data — but what they want to understand is what you do with what you’ve got.
If you have data that demonstrates you’ve cut your time-to-hire due to an increase in referred candidates, have you then used that to promote referrals in the business?
Organisations want to know that if you are given more you learn more; if you have the tools to build an evidence-based recruiting model, then you will.
Are you someone who sees completing MI as a chore or someone who wants to see how and why you are performing as you are and how you can improve? Some people have said to us it feels like going ‘back to agency’ but in a world where performance is measured it’s becoming the norm.
If you are interviewing, get to know your stats: not only do you need to know them to secure the role, you may just find you learn something that makes you better at what you already thought you were good at.
