How can you use quality of hire to improve your recruiting?

If you use data in recruitment process it can help you in several ways such as: - best channels - saving time - accessing the best sources - networking with the key persons of the targeted industry Also it can show your weaknesses and help you grow out of them.

My approach: Hiring smart people creates a snowball effect in recruiting. Initial high-caliber hires attract similar talent through their networks and establish a culture of excellence. This culture enhances our employer brand, making us more appealing to potential candidates seeking growth and innovation. Smart hires become ambassadors, their referrals and the environment they foster attract more smart individuals. This cycle of attracting, nurturing, and retaining talent ensures we set industry benchmarks, leveraging the collective intelligence and networks of our team.

Quality of hire is all about how well a new employee helps the company grow. You know you've made a good hire when they start making a positive impact quickly. To measure this, you can look at how fast they complete tasks, how well they work with the team, and whether they bring new ideas to the table. By keeping track of these things, you can fine-tune your hiring process. This way, you're more likely to bring in people who will hit the ground running and help your company thrive.

Quality of Hire will always implys how effective we have made a hiring of talent. This is a very important metric to measure the Effectivness of TA team. Simple example would be the resource's performance over a period of time 90 days or 6 months time frame, feedback from Manager on the work of resources, which has been hired by a TA team or infant attrition details etc will signify the effectiveness of TA team.

Quality of hire can be defined as the combination of values and behavioural traits that are unique to people an organisation. It’s the set of values and traits that brings people together to create the magic and the success. Defining it begins with deep diving into the minds of the founders and the early leadership team to help understand what were the common threads amongst the high achievers of the business so far. These can be done through focus group sessions, at a leadership retreat. It’s also important to get the perspective of the employees via surveys, and if possible conducting smaller group sessions to help get the most of them. Lastly, if there are NEDs, it’ll be important to get their Birds Eye view on this as well.

Setting quality of hire goals is like charting a course for success. We establish specific, achievable targets tailored to each role or team. Whether it's enhancing performance ratings, curbing turnover, or elevating engagement, our goals are designed to drive meaningful improvements. These clear objectives act as our compass, guiding us towards a more effective and impactful recruitment process.

These are great metrics HR Business Partners can be accountable to for post-hire outcomes once Recruiters deliver their business mandate of sourcing, interviewing, and hiring candidates. It’s important to have alignment between Recruiter, HR Business Partner, and Hiring Manager with a clear delineation of who is responsible for post-hire outcomes.

After defining what quality of hire means for your organization, the next step is to set specific and achievable goals for improvement. For instance, you might aim to boost the average performance rating of new hires by 10%, lower the turnover rate by 15%, or increase the engagement score by 20%. You can also tailor goals to different roles, teams, or departments based on your unique needs. Setting clear and measurable objectives will enable you to monitor your progress and refine your strategies as needed.

Once you've defined what quality of hire means for your organization, it's time to set specific and realistic goals for improvement. For instance, you might aim to increase the average performance rating of new hires by 10%, reduce turnover by 15%, or boost engagement scores by 20%. You can also tailor goals for different roles, teams, or departments based on your needs. Clear and measurable goals will help you track progress and fine-tune your strategies as needed.

1. Establish a quality of hire goal that emphasizes hiring candidates who align closely with the company's core values and mission, fostering a cohesive and purpose-driven workforce.

Source of hire can be very valuable to provide insights into quality of hire, but it needs to be assessed with caution. Referrals tend to generate a higher close rate, and the individual usually onboards quicker due to knowing someone at the company, which can lead to hiring teams doubling down on this source of hire. While referrals shouldn’t be put to the wayside, they can lead to homogeneous hires. Other sources of hire, if lower overall should still be valued and show quality of hire long term, based on other factors like diversity and business impact. If thoughtful analysis of all the sources of hires is measured with overall quality of hire, then the desired result of long-term employee success can be realized.

Dont' forget that your most important sourcing channel is your candidate pool of "second place" candidates. You can quickly find similar roles on other teams across your organization for those candidates who have completed your process but were not hired the first time. This saves time, money, and stress that comes with having to fill as many roles as possible, quickly.

Absolutely, this data-driven evaluation of sourcing channels can be a game-changer. It allows you to reallocate resources to the most effective channels, ensuring that you're not only attracting candidates but also candidates who are more likely to become high-quality hires. This approach helps you maximize the impact of your recruiting efforts.

Another way to enhance your recruiting using the quality of hire is by evaluating the effectiveness of your sourcing channels. Analyze which channels yield the most qualified candidates, the highest conversion rates, and the best overall quality of hire. Additionally, compare the cost and time associated with each channel to calculate the return on investment. This analysis will help you optimize your budget and resources, allowing you to focus on the most productive channels.

Another way to enhance your recruiting with quality of hire is by evaluating the effectiveness of your sourcing channels. Analyze which channels bring in the most qualified candidates, yield the highest conversion rates, and result in the best quality hires. Compare the cost and time associated with each channel to calculate the return on investment. This will help you optimize your budget and resources, allowing you to focus on the most productive channels.

It is easier to stop a bad candidate from coming in versus trying to let them go once they’re already on the job We can use a # of strategies to screen candidates, and we should always think with this idea in mind “if it’s not an absolute win, it’s an absolutely not” The goal is to bring in a candidate that will see success and build on our portfolios, but if our screening process is poor and we are just filling an open role, it will reflect on our metrics immediately Once the wrong candidate gets onboarded, our other metrics get affected (quality of hire, turnover, performance metrics, etc) but more importantly their own career development. Everyone is better off when we consider the long term implications of a poor screen

the screening process is the first line of defence in ensuring the quality of hire. It's essential to make this step as robust as possible to filter out candidates who don't meet your defined quality standards. Data and feedback are key here, helping you refine your screening methods over time and improving your chances of bringing in high-quality talent.

Optimizing Your Hiring Screening Process Define clear job criteria. Use Applicant Tracking Systems (ATS) for efficient resume filtering. Standardize interview questions for consistency. Incorporate role-specific skill tests and behavioral assessments. Prioritize diversity and eliminate biases. Establish a feedback system post-onboarding to assess screening accuracy. Update your process regularly to match evolving needs. Conduct thorough reference checks. Ensure a positive candidate experience throughout. Regular refinement ensures top talent acquisition and organizational success.

We are now doing screening calls with all candidates before CVs go over the the hiring manager, we have discovered that some hiring managers need further training and support in reading CVs and we are missing great candidates and biases are presenting theirselves. It is the job of recruiters to make sure that the right candidates are getting in front of hiring managers as provide a summary of each candidates making the candidates experience touch points begin straight away.

I love to work with clients that use a interview plan with specifically designed question sequences to cover different parts of the job description and attributes that you are looking for in a new hire. This helps reduce redundancies with questioning and allows you to go much deeper in each interview, especially when there are several people involved, but more importantly, it helps you maintain consistency between candidates. It makes sure that you are evaluating people on a fair and consistent basis so that you are comparing apples to apples instead of apples to oranges.

The recruiter has done their job now what. Screw up onboarding and no matter the quality of the individual you won't hit your QoH metrics.

Recognizing that quality of hire extends beyond recruitment, we prioritize a seamless onboarding and training experience. We tailor programs to cater to individual needs, leveraging quality of hire metrics as a compass. This ensures our new hires not only acclimate well but thrive. We use these metrics to continuously refine our onboarding, creating an environment that fosters satisfaction, retention, and optimal performance.

The success of a new hire depends a lot on clear communication from the start. Employers should give a simple, clear outline of the job and what's expected in terms of performance. Regular check-ins and support help the new employee do well, making it a good hire for everyone involved.

Implementing things such as CNPS and Hiring manager NPS allows us to review each point and get feedback allow us to review, and have a continuous improvement process. For recruiters our job does not stop at the start date we follow up after their first week and first month and so on. This candidate might be a great candidate for other roles and also be able to recommend others to the organisation. Providing guidance to departments on what a good induction looks like is critical - I have seen this done badly a number of times.

The best hire will fail when not onboarded properly. If I detect high turnover, I always also look at the quality of the onboarding process. Quality of hire also links back to the quality of job ads/job descriptions. Poor job ads guarantee bad quality of hire because only when I know what I need in a role I can hire the best suitable candidate. With job requirements poorly put together, I won’t bring in a great hire. And poor onboarding won’t fix that.

The industry is a ways off from “industry benchmarking Quality of Hire” because fundamentally it is a metric that lacks a universal definition and has far too many qualitative inputs in a non-controlled environment (the post hire ecosystem which includes macroeconomics, skills development, company revenue variance, and growth opportunity. When deploying QoH it’s important to “crawl, walk, run”. Most orgs are not at the point of elevated state to manage to QoH, but it is a fascinating topic we are striving to define and unlock as HR earns a seat at the table. If you’re considering QoH for benchmarking externally, look to a vendor who has breadth of customer data, case studies, and annual reports.

What my company defines as a quality hire may differ greatly from what another company defines as such because it includes quite subjective criteria like culture fit. The maturity of a company and those making the quality of hire „assessments“ determine a lot. I always recommend looking at data rather than opinion.

Quality of hire is paramount. In an extremely busy world time to do this is often overlooked. However if this is not done and you end up with the wrong candidate this can cause you more problems and money down the line. Take the time to really have a look at your recruitment processes. Aline them to the values and culture of the organisation. Set up robust selection process and clear well defined selection criteria.

Quality of hire is a very dangerous metric to tie to recruiting, and rather than metric it should be considered more as a diagnostic tool. There are way too many factors outside of control of the TA team to tie specific metrics to, but if measured and implemented properly it can be of use. First place to start is employee engagement surveys broken down by department, team or hiring manager. If a specific team has low engagement, high turnover or low performance you need to look at the leadership of that team before looking anywhere else. You also need to align the expectations of the leadership with requirements on the job description and how those are communicated to a candidate in the interview process.

When it comes to quality of hire, a very common blind spot is employee experience from management. Combining this with other metrics and 360 feedback mechanisms will help with better performance and retention rate.

When considering candidates for senior engineering positions, our focus shifts to examining how they've acquired specific skills and their comfort in acquiring additional knowledge to stay at the forefront of their field. For managerial and customer-facing roles, Prioritize taking references from their previous company, recognizing the importance of individuals who serve as the face of our organization. For candidates aspiring to top-level positions, place a premium on assessing their stability within a particular company and seek testimonials that provide insights into their leadership capabilities