| Metric Type |
Definition |
Formula
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| Source of Application (SoA) |
A recruiting metric to help determine the value of potential investments made by an organization in each of their different initiatives around the attraction of candidates applying their job opportunities. Each of these initiates are traditionally grouped into candidate source categories in an Applicant Tracking System (ATS). Examples of traditional candidate source of application categories are: Employee Referrals; Job Boards; Organization's Career pages; Social Media; 3rd Party Staffing Agencies; Career Fairs; Internal Employment sites |
Total number of candidate applications as a percentage, grouped by source category. Example: During a 12-month period, an organization had 5,000 candidates apply to their positions, where 1,000 of those candidate applications came from Job boards. Job boards provided 20% of the applications.
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| Source of Hire (SoH) |
A recruiting metric to help determine the value of potential investments made by an organization in each of their different initiatives that ultimately leads to a candidate being hired. Each of these initiates is traditionally grouped into candidate source categories in an Applicant Tracking System (ATS). Examples of traditional candidate source of application categories are: Employee Referrals; Job Boards; The organization's Career pages; Social Media; 3rd Party Staffing Agencies; Career Fairs; Internal Employment sites |
Total number of candidates hired as a percentage broken out by percentage of each source category. Example: For a 12-month period an organization had 1,000 candidates hired to their positions where 300 of those candidate applications came from Employee Referrals. Employee referrals influenced 30% of the applications.
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| Full Funnel Throughput (FFT) |
Similar to the Submit to Hire Ratio (SHR), this ratio metric as a calculation to determine the overall effectiveness of each step of the recruiting workflow, also referred to as the recruiting funnel throughput. An example of major ATS workflow steps and each sequential workflow step [Applications: Recruiter Screen: Submittal to Hiring Manager: Business Interviews: Final Interview: Offer: Background Checks: Hire]. The power of this metric comes into play when you start evaluating the Funnel Throughput efficiencies of multiple requisitions by certain groupings to determine an average by workflow step for that sample group. An example of sample groups: Similar job family positions; Positions in certain geographies; Positions in different organizational business units; Positions by recruiters; Positions grouped by hiring managers. The power of this metric comes into play when you start evaluating the year by year comparisons and/or multiple requisitions by certain groupings to determine an average by workflow step for that sample group. |
The metric's calculation determines how many candidates enter the first step of the recruiting workflow divided by how many candidates proceed to the next sub sequential step of the recruiting workflow as a ratio. . Example: For one position receives 1,000 Applications that leads to 100 Recruiter Screens which results in 20 candidate submissions to the hiring manager, resulting in 10 interviews and 5 final interviews making 1 offer resulting in 1 hire. The FFT Metrics, in this case, would look like this:
- 10:1 (1,000 applications to 100 recruiter screens)
- 5:1 (100 recruiter screens to 20 submissions)
- 2:1 (20 submissions to 10 hiring manager acceptances)
- 1:1 (10 hiring manager acceptances to 10 business interviews)
- 2:1 (10 business interviews to 5 final interviews)
- 5:1 (5 final interviews to 1 offer)
- 1:1 (1 offer to 1 hire)
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| Candidate Withdrawal Reasons (CWR) |
A metric calculating why candidates do not want to proceed forward with during the interview process against a requisition. The outcome is a grouping of common reasons why candidates are not interested in proceeding. Examples of potential candidate withdrawal reasons: Too much travel required; Base salary too low; Organization's benefits package; Relocation; Role requirements not motivating enough; Organization's external brand. This is useful to assist organizations in determining trends that indicate areas that need improvement. Example comparison groupings: Similar job family positions; Positions in certain geographies; Positions in different organizational business units; Positions by recruiters; Positions grouped by hiring managers |
Total number of candidates who withdrew from the recruiting process as a percentage breakout by each of the candidates withdrew groupings. Example: 500 candidates withdrew from sales positions for an organization in a fiscal year.
- 150 (30%) said too much travel required
- 100 (20%) said base salary too low
- 20 (4%) said Organization's benefits package
- 80 (16%) Relocation
- 100 (20%) Role requirements were not motivating enough
- 50 (10%) Organization's external brand
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| Req Cancellation Rate (RCR) |
A metric that determines how much time as an overall percentage is spent by the recruiting function working on requisitions that get canceled vs the time spent on requisitions that get filled. A high percentage of time spent by a recruiting function working on positions that get canceled creates inefficiencies in the organization's recruiting process. |
Total number of filled requisitions plus canceled requisitions that are worked on during a fiscal year divided by the number of those requisitions that are canceled. Example: A recruitment process fills 5,000 requisitions a year with an additional 1,250 requisitions being canceled. RCR = 20%
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| New vs Replacement Req Type (NvR) |
Similar to the RCR: how much time as an overall percentage is spent by recruitment working on requisitions that are net new growth positions for an organization vs time spent on requisitions that are backing an existing position where the employee left the role. |
Total number of requisitions that are created during a fiscal year that are net new growth positions as a percentage out of 100 vs the percentage of requisitions that are created that are backfilling an employee. Example: 10,000 requisitions are created in a fiscal year where 6,000 (60%) are net new growth positions vs 4,000 (40%) are backfilling and employee.
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