1、Metrics for Evaluation of Recruitment Organizations,Prithvi Shergill HR Lead, Accenture India Delivery Centre,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
2、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,About Accenture,Consulting, Technology, OutsourcingRevenues FY04 $13.67 billion (37% outsourcing)Market Capitalization
3、$25bnEmployees, clients and engagements More than 100,000 employees; 110 offices in 48 countries 4000+ clients on nearly 18,000 engagements over the past five yearsInvestment $391mn in training (3.3% of revenues) and $250mn on R&D in FY03Intellectual Property Issued 100 patents in the last 3 years,
4、950 applications pendingRecognition 50th best Global brand by Business Week 2004 9th in 2004 BusinessWeek InfoTech 100 List,Recruitment at Accenture High Performance. Delivered. !,True business partner supporting stupendous growth at the India Delivery Centres (IDC)Adding a small organization every
5、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 needsExtremely focused on hiring quality
6、, time and costAlways on-the-toes and ready to meet challenges whenever they comePowered by metric-driven planning and execution, churning out success stories regularly,The IDC Recruitment Model,Key features of this Model: Active use of multiple sources to provide continuous sourcing of CVs Use of c
7、hannel experts ensures deepest penetration of channel Dedicated teams for campus and executive hiring Use of skill experts for lateral recruiting,Accenture Functional Recruitment Model,Sourcing,Campus,Internet,Advertisements,Agencies,Employee Referral,Channel,Expert,Channelexpert,Channel,Expert,Chan
8、nel,Expert,Channel,Expert,Lateral Hiring Team,Skill 1,Skill 1,Skill 2,Skill n,Skill n,Recruiting,Expert,Recruiting,Expert,Recruiting,Expert,Channel,Expert,Campus Hiring team,Executive Hiring team,I N T E R F A C E,O N B O A R D I N G,The Extended Recruitment Organization,CORE RECRUITING TEAM,Campus,
9、Internet,Expert,Internet,HR Back office team,Demand Management Team,Channel Partners,Interview Collaboration Team from business,The partners of the core recruiting team,Action,Strategy,The importance of recruitment metrics,Metrics drive behaviour and actions Metrics help relate recruitment efforts t
10、o business results Metrics help Recruitment to maximize return on investment (time, effort, and cost),Getting the right metrics,How to arrive at metrics for your organization:Identify broad dimensions which we need to be best on. Incorporate business prioritiesDetermine which metrics affect the area
11、s identified, Assess your present situation- numerical current statusBenchmark 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 progressRelate HR results to business res
12、ults: Show business an updated report (via metrics) on how HR has contributed to their success.,Getting the right metrics (contd.) Using the Balanced Scorecard,Internal Business Processes “To satisfy our shareholders and customers, what business processes must we excel at?”,Customer “To achieve our
13、vision, how should we appear to our Customers?”,Financial “To succeed financially, how should we appear to our Shareholders?”,Learning and Growth “To achieve our vision, how will we sustain our ability to change and improve?”,Company,Target,Status,Process Audit compliance score,Learning &growth,Succ
14、essful implementation of new ideas/innovation,Interviewer assessment and training,Vendor assessment and training,Financial,Sourcing cost / payroll cost,Customer,Cost per Hire,Hiring time: Demand fulfilment time,Quality of hire (Supervisor satisfaction index),Channel and candidate satisfaction indice
15、s,Internalbusiness processes,Pass-through rates/ pipeline ratios,Process Documentation index,Resource utilization,Team assessment and training,Recruitment cost / payroll cost,Compensation alignment index,Getting the right metrics (contd.) A sample detailed scorecard,Metric*,Dimension,*Not a comprehe
16、nsive list- will vary with organization and structure,Metrics for the Extended Recruitment Organization,CORE RECRUITING TEAM,Campus,Internet,Expert,Internet,Interview Collaboration Team from business,HR Back office team,Demand Management Team,Channel Partners,Measures Volume, Throughput Response tim
17、e,Measures Accuracy of reporting, Report comprehensiveness,MeasuresInterview bandwidth timeCancellation/rescheduling rate,Measures Clarity of demand, Timely availability/ Visibility provided,Been there, Done that ! IDC Executive Hiring- A case in point,The Context:Increased focus on executive hiring
18、 to build leadership to support growthNeed for quality sourcing and processing with low turn-around timesWhere we were (Jun-Jul 04):Ability to recruit around 10-12 executives with low flexibilityProcessing cycle time of around 54 daysGreater reliance on external and costly channels for sourcingNeed
19、to identify focus areas for improvement by measuring each aspect of performance,IDC Executive Hiring (contd.),And the journey began:Triggered by quantifying each aspect of Executive RecruitmentA set of 20+ metrics revolving around Hiring time, cost and qualityBusiness contribution to executive hirin
20、gStakeholder and customer satisfactionCompliance to business expectations and response to business needs Targets set on each metric in partnership with the businessContinuous tracking and reporting to enable positive and negative feedback loopsWhere we reached in 5 months:Increased the recruiting ca
21、pacity by 100% keeping the investment on inputs constantBrought down the cycle time by 42%Significant reduction in cost with increased contribution from cost-effective channelsConsiderable improvement on customer and stakeholder satisfaction scores,IDC Executive Hiring (contd.) Cycle Time Reduced,Th
22、e 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
23、 clients with market intelligence and thus partner in forming sourcing strategyEXECUTESet up appropriate screening filters at their end to ensure that sourcing is done in alignment with the current demandCarry out background verification to ensure that they refer only genuine candidates Help reduce delay in interview scheduling and the no. of cancellation/ rescheduling instancesHELP IMPROVE Continuously encourage clients to improve by providing timely and appropriate feedback,What gets measured gets managed !,Thank You.,
