Recruiting is a sales profession which is why you must know your numbers to achieve consistent results. Learn what metrics and individual ratios you should track and how you can make adjustments to improve your skills and ability to fill open opportunities with your qualified candidates.
- The recruiting process is a sales profession and as a result, numbers can become very important in our ability to predict and quantify the results that we need to achieve on a daily basis. Recruiting is a data driven process and so we need to identify and track performance indicators so we know what results to achieve every single day. I'm a firm believer that what you don't measure really doesn't count and there are so many benefits of tracking metrics and I can tell you that the most successful recruiters in our profession know their numbers.
And these are some of the metrics that they track, number one, they understand the daily results that you must attain and so you've got to know what results do I need every day, not how many phone calls do I make but what results do I need every day. Metrics will also take the emotion out of your critical daily decisions. Third, you make informed strategic decisions utilizing data, again, taking the emotion out of the process. Number four, changes in data can help you anticipate trends versus being blindsided, it's interesting when there's a slowdown in an economy or there's a change in the job market, your margins and your ratios are going to go up and so what that does tell you is, wait a minute, something's happening, I need to prepare myself and I know most of us in the recruiting profession, the last thing we want is to be blindsided by a trend that we're not anticipating and changes in data do predict trends.
You also need to know what exact results you need every single day because as you get better and your skills keep improving, your ratios will decrease. Another word, you'll send less people out before somebody's hired, you're going to fill a much higher percentage of the jobs that you're going to write. And you might be sitting there right now and saying, I don't have time to track metrics, I just don't have time. That's a typical response from most recruiters because we're sales people and quite frankly, I'm no different than you are, I don't necessarily like to track metrics but it's something we need to do, you know, you want to be able to predict your results, you want to be able to control your level of success and the only way to do that is by tracking metrics and knowing your numbers.
So even though we're sales people, that's who recruiters are, we need to take the time and quite frankly, when you track your metrics, you're going to put time back in your day because you're going to know exactly where to focus your efforts, it's not the recruiter who makes the most calls or works the longest hours that wins, it's the person that knows their numbers and knows where to put their focus and tracking metrics is going to put time back in your day. Now you may ask yourself, what resources are best. Most ATS systems and most CRMS have a process inside their system where you can track your metrics and it doesn't make any difference what type of resources you use as long as you track your numbers.
Now, you might ask yourself, what positions are in the greatest demand. You know, we're often sitting back going, how can we anticipate the needs of our hiring authorities when you're tracking metrics, you know what jobs you're getting in on a regular basis and say that you see there's five or six titles that keep coming in, over and over and over again, you keep having to look for these specific types of candidates, as a recruiter, what that's going to tell you when you know your numbers, I've got to pipeline these people. If I know I'm always writing jobs for project managers, whenever I have any time available, I'm going to keep pipelining good project managers so I'm ready because our clients not only want us to find the best talent out there, they want us to find it fast.
And so when you know what positions are in the greatest demand by tracking metrics, you can now pipeline and anticipate the needs of the hiring authorities. You got to know how many interviews you need to book daily and hold yourself accountable, so say that I know in order to hit my numbers and hit my goals as a recruiter, I need to interview three people daily, if that's my number, then I have to book five, and let me explain why, because some people are going to no-show and at the worse, I might do four or five interviews in one day but let's go on the other side of that, what if I have to interview three people a day or fifteen people a week and I interview two today.
That other interview doesn't disappear, I add that to tomorrow, so tomorrow I have to do four interviews when you know your daily minimum standards, you've got to hit them every single day and not give yourself a break because then you will consistently hit the goals you've set and the recruiting objectives that you set for yourself. Now how many candidates do you initially interview that you end up screening in or out, you've got to know those numbers, you know, because then you know how many interviews you have to do before you're going to screen people out or screen people in and present them on opportunities.
That helps you back into how many interviews do you have to do a day or do you need to improve your screening process. Are most of the candidates you're interviewing screened out and is that a waste of your time? Is there a better way for you to screen candidates? Maybe you need to change the parameters around the way that you're screening. How many candidates do you present before somebody's interviewed? Because you know, quite frankly, when you present a candidate, you're only going to present candidates that you feel are qualified. I've never understood why many recruiters will present five people and the hiring authorities comes back and says, I want to interview two and so they're all happy, they book two people, my question is, why didn't you book all five? Because if you presented them, you believed in them, they have the skills, the experience and the stability that your hiring authorities look for, so you need to learn to sell in people, if you're not presenting, if you're not booking on interviews, everybody you present, you might have to refine your presentation process, you know or maybe you're presenting candidates that are border line and you need to fine-tune your recruiting abilities.
One of the most important number you have to monitor is, what number of first interviews are scheduled before you receive a job offer for one of your candidates? That is the most important number to monitor, if you want to continually be more successful as a recruiter, this is the one number you all have to know, how many first interviews of a new candidate before you get a job offer because that tells you how many interviews you have to book to get the hires that you need to achieve in order to hit your goals. And if you want to be more successful next month, just book more first interviews.
So it really is that number of first interviews that is the most important number as a recruiter for us to monitor. Now, what percentages of offers extended are accepted? You know and what percentages of offers accepted result in a start? You know, you got to make sure that you're not having offer turn downs, that you're not having offers extended then you have a no start, if that happens, I think there is a, an inclination and I'm guilty of this too, often we'll blame somebody else. Well the candidate did this or the candidate accepted another offer or they just didn't show up for their job.
Every time, if you really want to get great at recruiting, one of the best suggestions I can give you, is every time you point your finger at someone else and you're blaming someone else, understand there's three fingers pointing back at you, how could you have found, fine-tune your process, how could you have done a better job. You must have missed something if somebody no started or turned down a job, you missed something. Maybe you had selective hearing, go back and fine-tune how you're doing your job to continually increase your level of success. You also have to monitor your retention rate, you are judged on how long the candidates you placed stay in their job because retention is one of the biggest challenges of every employer out there.
And so when they're hiring you to find people for them, they don't only want you to place somebody in a job, they want to retain the person that you gave them and what percentage of the job requisitions that you write do you actually fill? You know, because how many jobs that you write are just a waste of your time because you didn't get proper specs or you, you, when you were writing it, you knew that they money was not commensurate with the experience, you know, requested. You got to be consultative when you're taking orders, you've got to talk to these hiring authorities and let them know why this might be mission impossible, why you're not sure that you can fill this and show them what needs to be changed in order for you to do your job.
See if you monitor stats and ratios, even though we're sales people, you've got to monitor your stats and ratios because it takes the mystery out of the recruiting profession and what's nice about this, and I, this is the reason why I love to monitor stats is, you will know exactly what results you need daily to consistently improve the number of candidates you place in jobs and not only the people you're going to place in jobs but in jobs that they're going to excel in, which of course, makes you a more successful recruiter.
Barb outlines recruiting best practices, such as how to embrace attitudes and expectations for success, how to best use your time, and how to overcome common objections from employers and candidates. She also addresses the change in recruiting from a mostly verbal and face-to-face communication into the new era of data-driven social and mobile connections. In addition, she provides guidance on how to establish rapport and trust with hiring authorities and attract top talent, as well as techniques for negotiating, closing, and retaining clients and candidates for the long term.
- Develop the right attitude and expectations for recruiting.
- Use different recruiting methods, including websites and social media.
- Differentiate yourself to employers by positioning your services as a solution.
- Identify a company's hiring needs.
- Determine how to attract top talent.
- Build rapport and trust with candidates.
- Identify the right metrics to track your success.