Veja como você pode avaliar a qualidade de suas contratações como recrutador.

Assessing hire quality involves tracking performance metrics, retention rates, and feedback from managers and colleagues. Additionally, evaluating skill development, work quality, and cultural fit is crucial. Customer feedback and post-hire surveys offer further insights. By employing these methods, recruiters can gauge the effectiveness of their hiring process and ensure alignment with organizational goals and values.

The most important part is to collect feedback from higher management and the team directly working with the new hire. This feedback provides clarity on whether the candidate fits into the company's work culture and offers both positive and constructive insights for the employee too.

Essa etapa de feedback inicial da pessoa contratada precisa ser parte das métricas do processo de onboarding. Entender os pontos que são necessários atuar logo no começo aumentam a eficiência desse processo.

Gathering initial feedback from supervisors and team members is crucial. From my experience, this immediate input helps identify how well the new hire is fitting into the team and their role. It’s essential to listen to both positive and constructive comments to get a balanced view of their early performance.

As a recruiter, I can assess the quality of my hires by evaluating their job performance, considering factors like meeting targets and deadlines. Additionally, I can gather feedback from supervisors and colleagues to gauge their effectiveness in the role. Tracking retention rates and observing their cultural fit within the organization are also crucial indicators of hire quality.

There should be a proper, systematic approach to regularly analyze employee performance and set achievable targets for measuring progress. Establishing time limits for specific tasks and tracking them through a data-driven process is essential.

A área de recursos humanos é uma área estratégica, e ser baseada em dados é um dos pilares. Recrutamento e seleção é um ponto crucial, já que se bem feito e monitorado mitigar diversos outros problemas em potencial.

People are seeking opportunities that allow them to learn and grow – and are 10x more likely to look for a new job if they feel their skills are being wasted. The #1 reason employees are leaving their companies is lack of career progress or opportunities for growth. Lateral career opportunities are 12x more predictive of employee retention than promotions (MIT Sloan study). If you want to retain your top talent, make sure they have plenty of room to move and grow internally. 𝗧𝗵𝗮𝘁'𝘀 𝘄𝗵𝘆 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝘁𝗼 𝘁𝗵𝗶𝗻𝗸 𝘀𝗸𝗶𝗹𝗹𝘀-𝗳𝗶𝗿𝘀𝘁. Skills-first is more than a hiring strategy, it's a mindset.

Simply put, the longer an employee works for an organization, the more value they contribute to the business. By tracking the turnover rates of new hires, as well as top performers in the organization, you can leverage retention metrics to calculate a quality of hire score. Retention is harder to measure than some of the other metrics, as it’s impacted by many factors outside of the quality of hire.

One of our key success factors as a specialist recruitment consultancy is the value that we add through identifying people that are a strong fit to the role function and to the organisation's values etc. We are able to quantify our value as supplier by the fact that our placements are well matched and therefore the individuals add value to our clients via their contribution through their tenure.

Ter a pessoa contratada com um bom desenvolvimento significa que seu processo de recrutamento e seleção foi bem sucedido e monitorado. Para que possamos ter bons resultados nesta etapa, o alinhamento com a BP e com o líder direto precisa estar bem estruturado.

⚠️ Hiring for cultural fit is ineffective and outdated. Look for people who: ✅ will add to the culture ❌ not fit in with it Culture add focuses on the difference in ideas, not values. → Push back on hiring managers when they speak about culture fit → Educate them, because it often stems from a lack of bias and DEI training → Cultivate a diverse workplace with a broad range of backgrounds and perspectives Evolving culture > stagnating culture

Create mechanisms for feedback from new hires AND hiring managers about their recruiting experiences. Use this feedback to refine your understanding and approach to recruit for similar positions in the future. → Hire for the 1st year anniversary date, not the start date. To assess quality of hire, schedule post-probation, and 1st year anniversary evaluation conversations with HMs.

360⁰ feedback is supposed to be a continuous, regular and periodic activity to ensure growth in any organization. Discouraging feedback means discouraging growth. It must be ensured that new hires are provided with feedback in time so that they can improve when required and likewise the new hires should also take part in providing feedback to the existing systems in order to learn and improve. This should be the most recurring activity in an organization.

When dealing with people there are always going to be instances where things don't work out as expected. Learning from this and then providing a great replacement is a key aspect to building long term relationships that add value