Metrics for Evaluation of Recruitment Organizations

1
Metrics for Evaluation of Recruitment
Organizations

• Prithvi Shergill
• HR Lead, Accenture India Delivery Centre

2
The Agenda

• About Accenture
• Recruitment at Accenture
• The IDC Recruitment Model
• The extended recruitment organization
• The importance of recruitment metrics
• Getting the right metrics
• Using the balanced scorecard
• A sample detailed scorecard
• Metrics for the extended recruitment organization
• The Success of IDC Executive Hiring- A case in
  point
• The role of sourcing partners

3
About Accenture

• Consulting, Technology, Outsourcing
• Revenues FY04
• 13.67 billion (37 outsourcing)
• Market Capitalization
• 25bn
• Employees, clients and engagements
• More than 100,000 employees 110 offices in 48
  countries
• 4000 clients on nearly 18,000 engagements over
  the past five years
• Investment
• 391mn in training (3.3 of revenues) and 250mn
  on RD in FY03
• Intellectual Property
• Issued 100 patents in the last 3 years, 950
  applications pending

4
Recruitment at AccentureHigh Performance.
Delivered. !

• True business partner supporting stupendous
  growth at the India Delivery Centres (IDC)
• Adding a small organization every month
• Majority of it around lateral hiring Experienced
  professionals with deep technical
• expertise (functional and domain)
• Recruiting across 100 skills with a big chunk on
  premium technologies
• Catering to bumpy demand with huge fluctuation
  based on business needs
• Extremely focused on hiring quality, time and
  cost
• Always on-the-toes and ready to meet challenges
  whenever they come
• Powered by metric-driven planning and execution,
  churning out success stories regularly

5
The IDC Recruitment Model
Accenture Functional Recruitment Model
Channel
Skill 1
Campus Hiring team
Campus
Expert
Recruiting
O N B O A R D I N G
Channel expert
Skill 1
Expert
I N T E R F A C E
Internet
Lateral Hiring Team
Recruiting
Channel
Skill 2
Expert
Sourcing
Advertisements
Expert
Recruiting
Skill n
Channel
Agencies
Expert
Expert
Channel
Skill n
Channel
Employee Referral
Executive Hiring team
Expert
Expert

• Key features of this Model
• Active use of multiple sources to provide
  continuous sourcing of CVs
• Use of channel experts ensures deepest
  penetration of channel
• Dedicated teams for campus and executive hiring
• Use of skill experts for lateral recruiting

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The Extended Recruitment Organization
The partners of the core recruiting team
Interview Collaboration Team from business
Demand Management Team
Campus
CORE RECRUITING TEAM
Internet
HR Back office team
Channel Partners
Internet
Expert
7
The importance of recruitment metrics
Strategy
Action

• Metrics drive behaviour and actions
• Metrics help relate recruitment efforts to
  business results
• Metrics help Recruitment to maximize return on
  investment (time, effort, and cost)

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Getting the right metrics

• How to arrive at metrics for your organization
• Identify broad dimensions which we need to be
  best on.
• Incorporate business priorities
• Determine which metrics affect the areas
  identified,
• Assess your present situation- numerical current
  status
• Benchmark what others are doing in terms of the
  specific metrics you choose.
• Decide where we want to be on those metrics
• Draft and implement an action plan with built in
  mechanisms to track progress
• Relate HR results to business results Show
  business an updated report (via
• metrics) on how HR has contributed to their
  success.

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Getting the right metrics (contd.) Using
the Balanced Scorecard
Financial To succeed financially, how should we
appear to our Shareholders?
Internal Business Processes To satisfy our
shareholders and customers, what business
processes must we excel at?
Customer To achieve our vision, how should we
appear to our Customers?
Learning and Growth To achieve our vision, how
will we sustain our ability to change and
improve?
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Getting the right metrics (contd.) A
sample detailed scorecard
Company
Target
Status
Metric
Dimension
Sourcing cost / payroll cost
Financial
Recruitment cost / payroll cost
Compensation alignment index
Cost per Hire
Hiring time Demand fulfilment time
Customer
Quality of hire (Supervisor satisfaction index)
Channel and candidate satisfaction indices
Pass-through rates/ pipeline ratios
Internal business processes
Process Documentation index
Process Audit compliance score
Resource utilization
Successful implementation of new ideas/innovation
Learning growth
Interviewer assessment and training
Vendor assessment and training
Team assessment and training
Not a comprehensive list- will vary with
organization and structure
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Metrics for the Extended Recruitment
Organization

• Measures
• Interview bandwidth time
• Cancellation/rescheduling rate

• Measures
• Clarity of demand,
• Timely availability/ Visibility provided

Interview Collaboration Team from business
Demand Management Team
Campus
CORE RECRUITING TEAM
Internet
Channel Partners
HR Back office team
Internet

• Measures
• Volume,
• Throughput
• Response time

• Measures
• Accuracy of reporting,
• Report comprehensiveness

Expert
12
Been there, Done that !IDC Executive
Hiring- A case in point

• The Context
• Increased focus on executive hiring to build
  leadership to support growth
• Need for quality sourcing and processing with
  low turn-around times
• Where we were (Jun-Jul 04)
• Ability to recruit around 10-12 executives with
  low flexibility
• Processing cycle time of around 54 days
• Greater reliance on external and costly channels
  for sourcing
• Need to identify focus areas for improvement by
  measuring each
• aspect of performance

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IDC Executive Hiring (contd.)

• And the journey began
• Triggered by quantifying each aspect of
  Executive Recruitment
• A set of 20 metrics revolving around
• Hiring time, cost and quality
• Business contribution to executive hiring
• Stakeholder and customer satisfaction
• Compliance to business expectations and response
  to business needs
• Targets set on each metric in partnership with
  the business
• Continuous tracking and reporting to enable
  positive and negative feedback loops
• Where we reached in 5 months
• Increased the recruiting capacity by 100
  keeping the investment on inputs constant
• Brought down the cycle time by 42
• Significant reduction in cost with increased
  contribution from cost-effective channels
• Considerable improvement on customer and
  stakeholder satisfaction scores

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IDC Executive Hiring (contd.) Cycle Time
Reduced
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The role of sourcing partners

• EDUCATE
• Actively partner with the client organization to
  educate the talent pool and encourage them
• to drive their decisions based on-
• Opportunity to drive, contribute and make impact
  in growing organizations
• Opportunity to manage complexity and building a
  legacy,
• Update clients with market intelligence and thus
  partner in forming sourcing strategy
• EXECUTE
• Set up appropriate screening filters at their
  end to ensure that sourcing is done in alignment
  
• with the current demand
• Carry out background verification to ensure that
  they refer only genuine candidates
• Help reduce delay in interview scheduling and
  the no. of cancellation/ rescheduling instances
• HELP IMPROVE
• Continuously encourage clients to improve by
  providing timely and appropriate feedback

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What gets measured gets managed !
Thank You.