KPIs for Recruitment

KPIs for Recruitment
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01
Average time to recruit 
The average time it takes from having a job vacancy to fullfilling the open position.
Direction: Less is better
Unit: Time
02
% of job vacancies 
Number of job vacancies (in FTE) relative to the total number of employees (in FTE). 
Unit: Percentage
03
Job offer acceptance rate 
Job offer acceptance rate. Number of accepted job offers versus the total number of job offers.
04
% of vacancies filled internally 
Percentage of vacancies filled internally.
05
Average Number of Interviews from Submitted Resumes 
Track the number of converted submitted resumes to interviews.
what is the formula??
is it 
total No. of accepted employee / total number of CVs x 100
06
Recruitment source ratio 
Ratio between internal versus external recruits.
Unit: Ratio
07
Recruiting fee as percentage of annual salary 
Recruiting fee as percentage of annual salary.
Direction: Less is better
Unit: Percentage
08
% of new employees/candidates with a recruiting fee 
Percentage of new employees/candidates for which a recruiting fee has been paid.
Direction: Less is better
Unit: Percentage
09
Performance evaluation scores on hired candidates 
Performance evaluation scores on hired candidates after, for example, 1 year.
Formula:
average(performance evaluation scores)
Direction: More is better
Unit: Score
Prior to filling the position, set both the initial performance standards and the time at which the contributions will be measured. Use a 5-point scale to measure the quality of the hire.
10
Average feedback time on candidates 
Average time that transpires from the moment a candidate is submitted to a hiring manager to receiving initial feedback from the hiring manager.
Formula:
[sum of feedback time] / [number of candidates]
Direction: Less is better
Unit: Time
11
Average cost to recruit per job position 
Average costs of recruitment per job position. Total cost of recruitment within measurement period divided by the number of job positions in that period
Direction: Less is better
Unit: Money
12
Average open time of job positions
average time that job positions have not been fullfilled i.e. open, based on all posted job positions within the measurement period.
Unit: Time 
13
Average number of responses for open job positions 
verage number of responses (by sending a CV) for open job positions within the measurement period.
Direction: More is better
Unit: Number
14
Average number of interviewees for open job positions 
Average number of persons that have been interviewed for open job positions within a given measurement period. 
Direction: More is better
Unit: Number
15
# of MPP adjustments 
of many adjustments of manpower plan (MPP) per Department
16
Recruitment achievement % 
% of meet hiring plan
17
Average interviewing costs 
Average interviewing costs per interview. Interviewing costs includes costs of staff.
18
Average sourcing cost per hire 
Average sourcing cost per hire. Sourcing costs include advertising, referral and agency costs.
Unit: Money
19
Actual versus budgeted cost of hire
This is a measure of amount spent during an employee hire. Actual cost of hire as a percentage of budgeted cost of hire. 
20
% of job vacancies for (previously) filled positions 
Percentage of job vacancies for (previously) filled positions, for example due to people changing of role/position or people leaving the company. 
21
% of job vacancies for new positions 
Percentage of job vacancies for new open positions.
22
Turnover of new hire during first year 
Use to calculate turnover of new hire within first 12 months in the organization.
zag888 Says: 
June 18th, 2008 at 7:12 pm 
I have always found this to be a critical indicator of how well the organization is functioning related to its recruitment, training and development of their human capital, as compared to their competitors. High turnover can be caused by a number of reasons, too lengthy to add here. If the company is poorly managed, people will always vote with their feet.
ricardolara Says: 
July 8th, 2008 at 7:12 pm 
OK I can see the metric, however it does not tell you how to measure it, which components I should use, it does not give you an example, etc.. I do not understand the purpose of this tool. Any feedback is welcome. Thanks
mmalbakr Says: 
July 25th, 2008 at 9:47 pm 
Turnover is a multistage process. The decision to stay or leave an organization begins with a person’s preception regarding how satisifed he or she is with the current position. 
The process is as follows:
1.) Determine the turnover rate for a particular dept. during a specific period (% is calculated by dividing the total # of staff leaving the dept. by the # of positions in the dept.)
2.) What % is dysfuncational (dysfuncational turnover is the departure of competent workers leave & funcational turnover is poorly performing staff).
3.) What % is intraorganization & interorganizational.
I hope the above will assist you.
23
% of screened newly recruited employees 
Percentage of screened newly recruited employees.
The reasons for performing employment background and drug screening today are to mitigate risk, improve the quality of hire, promote workplace safety and meet regulatory compliance requirements. 
24
Cycle time from job acceptance until job start 
Cycle time (e.g. in days) from job acceptance until new hire begins in the agreed position.
25
New hire satisfaction rate with recruiting process 
New hire satisfaction rate with the recruiting process. Based on survey.
26
% of new hire retention 
Percentage of new hire retention after certain period (e.g. 12 months). Number of new hires that still work for the company versus the total number of hires.