Corporate Recruiting Reports

Recruiter Workload

Staffing.org

Corporate Recruiting Reports

Recruiter Workload

Staffing.org

1

Recruiter Workload

© Staffing.org, Inc., 2012. All Rights Reserved. Published by Staffing.org, Inc., Rowayton, CT, USA No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1876 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to Staffing.org. Requests to the Publisher for permission should sent by mail to: Permissions Staffing.org, Inc. 10 Burchard Lane, Rowayton, CT, USA 06853 +1 203 227-0186 or by email to: [email protected] Limit of Liability/Disclaimer of Warranty: While the publishers and authors have used their best efforts in preparing this Report, they make no representations or warranties with respect to the accuracy or completeness of the contents of this publication and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with independent advisors where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. To ask a question about this report, to contact the author, or to report a mistake in the text, please contact Susan Earle at [email protected].

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Recruiter Workload

Table of Contents Introduction

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What and How to Measure Begin With What You Know Efficiency Ranking Recruiting Cost Ratio (RCR) Quality Counts The ROI of Quality Productivity Cost Sales Reps Other Employees Vacancy Cost An Example Rating Recruiters on Quality

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Adjusting Recruiter Workload Management Approaches Looking elsewhere Using hiring quotas Summary Reading the Table What number to start with Next steps

21 21 22 22 25 Error! Bookmark not defined. 30 31

What the Future Holds The Ecosystem Structure Specialization Outsourcing Technology Recruiter Workload—A Worrisome Case

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Recruiter Workload

Introduction • • •

What’s the right requisition load for a recruiter? How do I respond to management when they ask me to defend my staffing levels? What’s the most efficient way to handle seasonal staffing variations?

The good news is that all three questions have solid answers that will satisfy any CFO; the less good news is that the answers aren’t simple. What kind of candidate are you looking for? What’s the state of the labor market? What technology are you using? How aggressive is the competition? How experienced is your recruiter? And so on. There are dozens of relevant questions. How your company calculates recruiter workload says a good deal about how it views recruiting overall. If it subscribes to the assembly line piecework model, then it will believe that a reasonably competent recruiting team, working within a reasonably functional recruiting environment, ought to own valid workload and output measurements against which both individuals and the department could be evaluated over time. In the world of standardized piecework, that expectation is perfectly reasonable. The obvious question is whether requisitions represent standardized piecework or whether they represent another kind of work altogether, something more like custom tailoring: a set of skills applied to tasks that can vary widely depending on the situation and the customer. Every experienced recruiter we know rejects the piecework model. Even in situations where they deal with large numbers of similar job requisitions, there are variations that make the job more difficult one day, less difficult

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Recruiter Workload

the next. These could be internal (hiring managers, timetables, compensation, communication, process) or external (labor supply, economic conditions, or competition). Is it possible to take work that varies considerably from assignment to assignment, from job level to job level and from geography to geography, and create a logical framework for managing the people who have to do it? With a bit of effort, yes.

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