Recruitment Analytics

In-depth analysis of recruitment analytics.
Based on the survey done by Jibe

1. Indepthanalysisof
recruitmentanalytics
‘Youcan not improvewhatyoudo not
measure’
ByBURAK AKALIN
www.burakakalin.com
uk.linkedin.com/in/burakakalin

2. Agenda
֎An Exploration Into the Depths of RecruitmentAnalytics
֎Trends in Satisfaction and Budget Allocation
֎Which Recruiting Metrics Are Most Important?
֎Executive-level recommendation.

3. Attitudes Toward Recruitment Analytics
Thisanalysisisbasedon
֍understandingwheretheindustrystandsontheissueofrecruitmentanalytics,
֍therecruitmentleaders’views.(hiringmanagers,talentacquisitionprofessionals)
֍research study that has beenpulled together data from companies and almost 300
professionals across a range of different industries,
ThisanalysisisbasedonthestudydonebyJibe.com

4. An Exploration Into the Depths of
Recruitment Analytics-I
Data-drivendecisionsarevaluedby
thetalentacquisitionprofessionals.
Approximately71%ofrecruiting
professionalsseeanalyticsasahigh
priorityforrecruitingsuccess.
Only15% of respondents have access to a dedicated recruitment analytics tool.

5. An Exploration Into the Depths of
Recruitment Analytics-II
Hiringmanagersarethemost
concernedaboutanalytics.
80%seeitasahighpriorityissue.
Thisisunderstandablegiventheir
primaryresponsibilityissettinggoals
forrecruitingteamsandoverseeing
thehiringprocess.
Only 15% of respondents have access to a dedicated recruitment analytics tool.

6. An Exploration Into the Depths of
Recruitment Analytics-III
Only15%ofrespondentshaveaccesstoadedicatedrecruitmentanalyticstool.
69%oftalentacquisitionprofessionalsarerestrictedtospreadsheetsandotherad-hoctoolswhen
compilingandanalysingkeybusinessmetrics.
Inthecaseofhiringmanagers,only7%hadaccesstoappropriatetechnology.Thismaybe
seriouslyimpactingtheirabilitytosafeguardpipelinehealth
Medium-sizedcompanies(between200-1000employees)arethebestequippedtotacklethe
analyticsproblem—24%haveadedicatedsolutioninplace.

7. Trends in Satisfaction and Budget
Allocation-I
Amajority of respondents (58%) fall on the side of dissatisfaction with their current performance
management tools.

8. Trends in Satisfaction and Budget
Allocation-II
Positiongroups most dissatisfied with thecurrent performance
management toolsare hiring managers (73%) and sourcers (77%).
83% of respondents from
large organizations (more
than 1,000 employees) say
they are dissatisfied with
their current tools

9. Trends in Satisfaction and Budget
Allocation-III
As mentioned previously, 15% having a dedicated recruiting analytics tool—almost seven in ten
are using spreadsheets and ad-hoc analysis. The limitations of manual methods is becoming more
challenging for organizations as time goes on. This tends to be more difficult for larger companies
with greater hiring volume.
While large companies report the most
dissatisfaction with their current performance
management tools, they also increase budget for
recruiting analytics next year.
70% of companies with more than 1,000
employees are planning on increasing their 2016
budget.

10. Which Recruiting Metrics Are Most
Important?
Talentacquisitionprofessionalsareprimarilyfocusedonpipelinemetrics,
withsourceofhireatthetop.Thisisfollowedbytimetohire,with
applicantsperhire,candidateexperience,andcostperhirenotfarbehind.
Sourceofhire,hasbeenbroughtintothespotlightinrecentyears,partially
becausetheinternetandincreasedvisibilityhavemadeiteasiertosee
wherehiresarecomingfrom.Butalsobecauseunderstandingsourceofhire
atatimewhentherearemorepotentialsourcesthanever(jobboards,
careersite,referrals,socialmedia,etc.)couldhavesignificantstrategicand
budgetarybenefits.Overall,careersitesandjobboardsarethetopsource
ofhire—bothwith26%.
Forlargeorganizationsspecifically,careersitesweremoreimpactful,driving
35%ofhiresin2015.
Samesetoflargecompanies,however,feelreferralswillpickupasamore
significantsourceofhirein2016.Additionally,nearlyeveryrespondent
feelssocialmediawillplayalargerroleinsourceofhirein2016.Thisis
especiallytrueforC-Levelprofessionalswhoexpectitwillaccountfor40%
ofhiresnextyear.

11. Executive-level recommendation
Fromahigh-levelview,thetalentacquisitionfield’sattitudetowardsanalyticsseemstobe
followingaverysimilarpathtootherbusinessfunctions,suchasmarketingandsales.
Despitethemajorityofrespondentsbeingdissatisfiedwiththeirtoolsforrecruitinganalysisand
optimization,andonly15%actuallyhavingadedicatedanalyticstool,budgetsarereportedly
increasingnextyearandmoreprofessionalsthaninthepastseemtobefocusedonbecoming
data-driven.
Thereisamajoropportunitytobuildacompetitiveadvantagewiththeuseofdata.
Talentacquisitionbynaturecreatesanenormousamountofdata,andthatdatahastobelooked
atasanassetvitaltoyourorganization’slong-termsuccess.
Thequestionis,areyougettingthemostoutofthatasset?Iftheanswerisno,thenit’stimeto
startinspectingnext-generationtoolsthatcanpickupwherethehumanelementsofrecruiting
fallshort.