While many recruiters make a significant effort to discover excellent prospects, they almost always overlook one of the most crucial elements of any commercial agreement. After the “sale,” they don’t follow up to verify if the buyer is happy and if the Recruiting Programs “works”! ‘Dropping the candidate over the wall,’ as I like to say

Both recruiting managers and candidates could be unhappy with the level of service they received. The “job fit” and the discrepancy between the “promised” and “actual” jobs could leave the new hire unsatisfied. The performance of the new employee might not live up to our expectations. The new employee may know where to find recruits.

Steps to Improve the Quality of Recruiting Programs

The best recruiters strive to influence business. But you can’t just assume that the candidates you hire will end up being excellent performers… You must research this. The following are the steps for significantly better-Recruiting Programs.

• Utilizing performance data, to determine the best Recruiting Programs.
• Check out which recruiters produced the best results. Reward hiring managers for choosing “better” candidates.
• Determine which tools and sources result in the greatest (worst) hires. Adapt your hiring to capitalize on effective sources.
• applicant and track manager satisfaction. Process changes can be made to raise satisfaction.
• Follow the retention of new hires to see which recruiters have high (poor) retention rates. Determine the recruiters and actions that increase retention.
• Determine which recruiters are “closing” offers with high salaries. As needed, modify the procedure.

1) Individual Performance Criteria

On these internal performance metrics, the hired individuals outperformed the hired individuals in their job classification. Real-world measures show that quality Recruiting Programs outperform.

• Their ratings on their performance reviews.
• Their typical bonus or pay for performance rewards (as a percentage of their overall income).
• How many months they have left before being promoted (with a lower number being better)?
• The total amount of company honors (or nominations).
• scorecards for 360-degree feedback, compulsory ranks, etc.
• Performance when working: Productivity, production, sales, customer satisfaction ratings, etc.

2) Manager Contentment

According to actual metrics – satisfaction, surveys of hiring managers reveal a much greater rate of satisfaction with the recruiting process.

• The hiring’s caliber (competencies).
• How well the recruiter responds to demands from managers.
• Manager inquiries are answered quickly.
• Amount of new hires.
• The hired person’s work performance.

3) Candidate Contentment

According to applicant surveys, they are much more satisfied with the way they were treated during the hiring process. We need to make sure that rejected applicants are treated well because they might become clients in the future. Actual measurements – level of satisfaction.

• Their treatment by the recruiter.
• The hiring procedure.
• The company (has the recruiting drive boosted the company’s reputation?).
• The product (has the recruiting effort altered the perception of the company’s products)?

4) New Hire Retention Rates

The percentage of new hires who remain with the company is higher than prior Actual Metrics. Compare the rates of voluntary new hire termination from year to year. The retention rates across the industry should be adjusted for any “inflation.”

5) Cost of the Hire

Are the starting salaries for new workers lower or the same (adjusted for inflation) than the Actual metrics? To determine whether we are “over offering” to attract prospects, Recruiting Programs compare accepted offers that have been adjusted for salary inflation (within position categories).

In Conclusion

In addition to evaluating new hires’ performance, it’s important to consider their competencies. Recruiters should seek out “better” candidates. There are additional qualifications that define a “better hire” in addition to the standard experience and technical skills that the majority of candidates Recruiting Programs.

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