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Key Indicators for Recruitment Process
Key Performance Indicators for Recruitment

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1. Number of applicants attracted per method
2. Number of applicants attracted by length of time
3. Costs per applicant attracted
4. Ratio of qualified to unqualified applicants attracted
5. Time from start to hiring of applicant
6. Total recruiting cost per employee hired
7. Job performance and tenure of employee attracted by method
8. Number of candidates interviewed
9. Proportion of those interviewed who receive invitations to visit
10. Proportion of those invited who accept offers to visit

Factors Affecting Recruitment Process

A number of factors exert an influence over the kind of recruiting plan an organization enacts. These factors include (1) organizational policies regarding recruiting; (2) type of labor to be recruited; (3) conditions of the labor market; and (4) cost and time constraints.

Organizational Recruiting Policies
Organizations with a philosophy of developing their human resources and of providing opportunities for growth favor internal recruiting policies. Employees who desire the opportunity to advance in an organization generally prefer such a policy. Organizations with internal recruiting policies tend to spend relatively large sums on training and development programs so as to prepare employees for higher-level jobs.

Type of Labor to Be Recruited
It is important to clearly specify recruiting goals in terms of number and type of labor to be recruited. The type of labor to be recruited affects the scope of the recruiting effort. Each type of labor has its own labor market. Generally, labor markets are smaller in number for labor types that are highly specialized or that require higher levels of education and experience.

Conditions of the Labor Market
Labor market conditions also affect the nature of recruiting plans. Labor markets are local, regional, national, or international, depending on the geographical area in which the forces of supply and demand operate for a particular labor type. Jobs that require less highly skilled labor (such as clerical, sales, and service occupations) can usually be recruited from local labor markets, while jobs requiring more highly skilled labor (for example, water pollution specialists, computer programmers, and registered nurses) can be recruited from regional markets. Professionals and executives are generally recruited from national markets, while engineers and various scientific specialists such as astronomers, physicists, and chemists, enjoy international markets. The implications for recruiters are that different recruiting methods must be used to reach different types of labor.

Cost and Time Constraints
Cost and time constraints pose obvious limitations on recruiting efforts. For example, an organization with very little money budgeted for recruiting will not even consider hiring a graphic artist to design attractive recruiting materials. Rather than spend money to advertise openings, an organization with few cash resources for recruiting will often use a system of employee referrals in which potential applicants are referred to the organization by present employees. Such organizations may also make use of public employment agencies, which refer applicants to an organization at no cost.

You can download 8 Ultimate HR Tools for HR Managers HERE.

Thomas H. Stone, Understanding Personnel Management, Dryden Press.You can obtain this fine book here