Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Using KPI at a recruiting company

No description
by

Dmitry Tolmachov

on 4 October 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Using KPI at a recruiting company

Implementation of KPI by the example of a recruiting agency
A starting point
Increasing the execution speed
an AWESOME TEAM))
to be continued...
"beginning"
lots of
TARGET 2.
Setting precise goals
TARGET 3.
TARGET 1.
TARGET 4.
Raising performance quality
Getting a higher number of placements
TARGET 5.
Obtaining effective analytical tools
TARGET 6.
Increasing the quality of working standards
TARGET 7.
Getting tools for operational control & reporting
TARGET 8
.
Giving feedback
TARGET 9
.
Motivating people
there was
what criteria should we choose?

What about

doing a number of phone calls
?
what's the right number?
10 per day?
50, 80?
Doing search takes most of your time
the more you call, the more chances to find a proper candidate?
How about a number of CVs sent?
what's the right number per week?
5, 10, 20?
the more you send CVs, the more likely there will be a placement?
But quantity is not
a quality!
Number of interviews held by a client?
what's the right number of interviews per week?
1, 2, 5,?
Your client interviews your candidates? Then he probably likes them!?
Number of Commercial Offers sent?
what's the right number of it per week?
5, 10, 15, 25?
the more Commercial Offers sent, the more possibility to have a new client?
What if your client trusts your judgement
and wastes his time
doing your work?
% of placements
what's the right placement % ?
6%, 8%, 10%,13%?
Initial contacts 141 CVs (100%)
Passed 1st interview - 62 (44%)
Passed 2nd. interview - 41 (29%)
Passed 3rd. interview - 18 (13%)
Job offer acceptance - 12 (9%)
Source efficiency
Total number of placements per April: 24
Database 11 (46%)
Linkedin - 5 (21%)
DOU - 3 (12%)
Rabota.ua - 2 (8%)
etc. - 3 (12%)
Backlog cost
But first you need to figure out how much time do you need for a placement
Bc=Cpd*Dn
CPH = cost per hire
Profitability per recruiter
Pr = Exp/Prp
Placements %
P% = (Npp/Tnp)*100
Dynamics of staff turnover for the last 3 years
So
...
HR metrics
HR metrics
HR metrics
HR metrics
HR metrics
HR metrics
HR metrics
doing that you can detect the best recruiting sources
Selling requires professionals, not amateurs!
by Dmitry Tolmachev
tolmachev@it-staff-it.com
+38 067 323 54 22 / +38 044 577 55 55

Staff turnover
what's the right turnover rate % ?
5%, 6%, 10%?
Staff turnover = X / ((Tn1+Tn2)/2)

X - number of dismissed employees during a year
Tn1 - total number of staff at the beginning of year
Tn2 - total number of staff in the end of year
HR metrics
Replacements on trial period
HR metrics
Candidates passing 12 months term
HR metrics
HR metrics
Placements per year = 30
Replacements on trial period = 2
Annual % of replacements on trial period = 6.67%
Employed for the last 2 years = 120
Number of those who did not pass 12 months period = 17
% of 12 month term fails = 14.16%
Time to fill
HR metrics
Ps - Project starting date
JA - Date of Job offer acceptance
finally we got ..
And
TARGET 10
.
Updating salaries without dishing out money!
They are based on:
Quantity
Quality
Time
Money
Client's satisfaction
OR "Survival rate" = 86% ))
Average length of employment
HR metrics
Avl=average length of employment (all employees)
Sd= Starting date
Td= today
Te= total # of employees
Time to fill =JA - Ps
Bc = backlog cost
Cpd = cost of the position per working day
Dn
=
number of delayed working days
Lpr=Lpd*D
Lpr = lost profit (for outsourcing companies)
Lpd = lost profit per working day
D
=
number of delayed working days
Pr = profitability
Exp = all expenses per recruiter
Prp = profits on a recruiter's placements
Ppl = % of placements
Npp = number of placements for a period
Tnp = total number of projects for a period
something...
In the
Artp = annual % of replacements on trial period
Rtp = replacements on trial period
Tpl = total placements per year
Artp=(Rtp/Tpl)*100
Avl= (Sd-Td)/Te
Stability index
HR metrics
STI=(Nsv/Nem)*100
Sti= stability index
Nsv= #of survivals (12 months+)
Nem=#of employments a year ago
EXAMPLE:
Employed - 46
Survived - 39
STI = 39/46*100 = 85%
1)
2)
Full transcript