IG has over ten years of work experience with professional training in human resource management and other disciplines.
Employee retention is a source of worry for some organizations due to the high demand for essential professionals. Companies expect these efficient employees to stay for an appreciable length of time in employment before deciding their fate elsewhere. Surprisingly, that is not the case today because employees do not want to remain in their jobs for just the money. They prefer where they are happier. They want to stay with an employer that offers them a more balanced life.
Notwithstanding the circumstance, whether the employer creates that ideal work environment that the employee expects or not; they are not willing to spend on recruitment for nothing. The employer has to start with a thorough job analysis of their business process to identify those who have what they desire. There is also the challenge of diversity in the workplace.
These intricacies may be too much for an organization to handle without the assistance of a seasoned recruiter. To avoid missing the mark, some companies rely on employment agencies for their recruitment needs.
Recruitment is an essential aspect of every firm’s budget. The effectiveness of the entire recruitment process to a large extent shows how well, earmarked funds are utilized, in the hire and maintenance of new employees. As a result, it is vital to evaluate the entire process progressively to identify the relationship between expected performance and actual performance.
Again, it is crucial to assess the performance of a new employee to identify areas of the recruitment process that could be improved upon so that subsequently, the organization will develop a template to help them identify and engage only the cream of the crop. Not to spend money on the acquisition of employees who can’t contribute positively.
How should you measure the effectiveness of your recruitment?
First, you have to consider productivity. Every employee should fulfil carefully crafted responsibilities to achieve set goals. If those goals do not happen within the stipulated allowance; the company will fall short of its target. However, training and capacity building can improve the performance and an under-performing staff but again, not in all cases. It is imperative to define the metrics to measure productivity before recruitment to use it as a yardstick to acquire good employees. For instance, if the capacity of a machine is 5000 units of an item in a week. An employee should produce between 4800 – 5200units. If the employee makes 4000 units and costs the company as much or more to maintain in total remuneration than anyone that has ever handled that position, productivity is low.
The average cost per hire for a particular recruitment exercise tells how well the HR team had performed compared to previous recruitment. You calculate it by dividing the total cost of recruiting a certain number of employees within a period, by the number of employees that accepted the offer. In as much as, employee productivity is the deciding factor, the average cost per hire makes sense in situations like operations where the new employee does not have a target per se. If an organization spends so much to recruit a Marketer who develops a marketing strategy that improves the profit-margin by more than 20%; far overshooting the company’s record in 2 years; cost per hire will no longer matter.
High employee turnover rate is indicative of a questionable recruitment process where employees accept employments only to resign. Employee churn could cost a firm, significant financial resources that they should avoid. Thus, where the turnover rate is high, a comprehensive investigation is necessary to find out the cause and prevent it; starting with the recruitment process.
Employee retention programs are vital aspects of employee lifecycle management that recruiters should design over time from the results of exit interviews and the labour market surveys. When employees continue to leave for better offers; it implies that such employees are competitive. They have what the industry needs and their opinion would be of value when they are about to leave.
Employee adaptability is a good sign of an organization’s recruitment efforts. Some employees face unprecedented shock on arrival, which may linger for a long time unless a wholesome orientation and on-boarding exercise take place. An employee’s ability to adapt, not resisting culture and norms, depends on the recruitment package. Every necessary step should be well-planned and adopted to make a new employee feel at home.
When employees find it challenging to settle down in their new offices; they don’t give in their best. A recruitment process should create the enabling environment for new employees to be relaxed; to explore and contribute effectively. Recruiters and organizations should always make it easy for applicants to have a good understanding of the organization’s peculiarities from as easily accessible areas of the company as its website.
Feedback from employees who have undergone the recruitment process of an organization is vital. Although an employee’s perception is relative, to a reasonable extent, it reflects the integrity of an organization’s recruitment system, compared to other firms. Also, a prospective applicant’s feedback can tell how reputable a firm is even though the exposure to the entire recruitment process of a prospective applicant who did not end up, hired, is incomplete.
Companies should create avenues for candidates to express themselves about their recruitment process as a way of registering their opinion for better results. In the end, people run organizations and improve them. If such people are not well taken care of, they will not take their companies to greater heights.
Good organizational citizenship behaviour, a concept that shows how well an employee voluntarily appreciates their organization should come into play. Such conduct is evident in knowledge sharing, continuous improvement and overall progress of the employee. Where this character is missing; an efficient recruitment process is lacking.
In conclusion, the essence of investigating the success of a recruitment process is to identify loopholes that should be corrected. For as long as there are shortcomings in the recruitment process of a firm, the possibility of attracting and employing undesired human resources is high.
This content is accurate and true to the best of the author’s knowledge and is not meant to substitute for formal and individualized advice from a qualified professional.