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Blueprint - Building a World-Class Data Program for Recruiting - Andrew Gadomski
The document outlines a blueprint for building a data program for recruiting, emphasizing the importance of analytics in evaluating recruitment metrics. It introduces a formula (report + trend + context = analytics) to convey the essential elements of data analytics, highlighting key measures that impact recruitment effectiveness. The discussion includes various forms of data tracking and the significance of presenting information clearly to drive strategic recruitment decisions.
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Blueprint - Building a World-Class Data Program for Recruiting - Andrew Gadomski
- 1. BLUEPRINT Building a worldclass data program for recruiting Andrew Gadomski @ Aspen
- 2. hourly workforces high volume regulated #trenchHR dataor bust exec recruiter mathlete corporate boss founder advisor ABOUT ASPEN & ANDREW
- 3. father husband brother crew member short ordercook disc jockey ski bum baseball authority ABOUT MY LIFE & ANDY
- 4. Grounding the DiscussionToday Analytics has advancing terrain with different level of skills required. Mastery is attained through practice and preparation. Several fundamentals are required and combined to win at analytics. Without executing fundamentals, there are no medals.
- 5. Report + Trend+ Context = Analytics There is a Formula for Data Analytics…
- 6. A REPORT isa measure during a snapshot in time. Typically you show now, and then potentially other snapshots. Visualizations, tables of data, and even animation are used to present such information. Report + Trend + Context = Analytics
- 7. Report + Trend+ Context = Analytics A METRIC or TREND is measure over a designated time period with several data points. Introduce what has been happening, what you knew previously, where you are now, and potentially where the trend is headed. Metrics can be issued as line charts or bar charts.
- 8. CONTEXT is the commentaryabout the measure to understand performance and expectations What does this mean? Does this feel good? Is this what we want? Annotations, conditions, traffic lights, targets. comparisons, and calls to action are required. Report + Trend + Context = Analytics
- 9. #1 Measures Workas a Team
- 10. CORE Measures that are understoodthe most, are the most visible, and likely the most influenced by HR directly #1 Measures Work as a Team Time to Present/Offer/Hire/Start; Source of AEIOU
- 11. Inbound Outbound Activity toa MASS AUDIENCE, regardless of its targeting, strategy and execution. Includes any activity that is done to a FINITE AUDIENCE, or even a SINGLE PERSON. The people who will respond are UNKNOWN to the message’s author at time of delivery The people who respond to this message are KNOWN to the message’s author at the time of delivery Data Tracking Sophisticated Responses Counted Personalization Low or Algorithm Examples: • Thread post • Job post on a career site or job board • a general video on a social channel. . Examples: • InMails • thread messages tailored to pre- identified community members • targeted email campaigns ? Familiar The candidate is internal, alumni, a contractor, or an employee referral. There is a strong connection to the company. Data Tracking Transactional Responses % responded Personalization High Data Tracking Source dependent Responses Source dependent Personalization Mixed Examples: • Alerts to internal employees • Succession planning • Specialized programs The candidate may respond to inbound or outbound messages, but the familiarity is clearly leveraged. #1 Measures Work as a Team Time to Present/Offer/Hire/Start; Source of AEIOU
- 12. ACTVITY Measures that many seeand understand, but without results from effort, are seen as failures Applicant to Submit, Submit to Interview, Slate % #1 Measures Work as a Team
- 13. VALUE Measures that are themost important to those being serviced (mgrs, candidates…) HM / CAN Satisfaction; Money Saved; Money Leveraged #1 Measures Work as a Team
- 14. ENGAGEMEN T Measures that present feedback andrating on experiences that recipients have had. Candidate Experience; Hiring Manager Experience; Recruiter Engagement #1 Measures Work as a Team
- 15. DEVIATION Measures that highlight when standard processesor methods are not being used Messaging, Time to Disposition (Abandonment), Assessment Completion %, Interview to Offer Conversion #1 Measures Work as a Team
- 16. HEALTH Showcase your fitness andif the organization has readiness. HR rarely has control over such measures. Mobility, Diversity, Initiatives, Requisition Abandonment, Retention, Relocation*, Sign On Bonuses* #1 Measures Work as a Team
- 17. #1 Measures Workas a Team
- 18. Anybody ever seethis? Developing Analytical Skills
- 19. Developing Analytical Skills HoneBased on Conditions and Speed Easiest More Difficult Most Difficult
- 20. #1 Measures Workas a Team
- 21. Speed Source Satisfaction Conversion Diversity $$ Saved $$ Leveraged Slate% Experience Engagement Abandonment Posting Mobility Disposition Retention #1 Measures Work as a Team…again
- 22.
- 23. ATS + Satisfy Pushed Monthly Expenses CRM+ EXP On Demand Weekly HR Brand + 3rd Full / Select Daily Ops Access, Permission, Refresh, Other Data #2 Investigate Readiness
- 24. #3 Match toBusiness Access, Permission, Refresh, Other Data ISADORA WILLIAMS
- 25. Enterprise Budget / Short Sourcing Business Multi-Year Keeping Local Vision Enabling Goals,Cycles, People Initiatives #3 Match to Business
- 26. #4 Present asRequired, Not Desired 4 12|36
- 27. Quarterly Manual Presentation Monthly Semi-Automated Discussion Alert Ready Automated Self Service Frequency,Methodology, Interaction #4 Present as Required, Not Desired
- 28. Frequency, Methodology, Interaction #5Sort and Segment
- 29. Frequency, Methodology, Interaction Business/Function LeadRecruiters Job Family Country / State (Requisition) Individuals Regions Nested Units Cost Centers (Req + Candidate) Teams Rooftops Products Initiatives (Media Platforms) #5 Sort and Segment
- 30.
- 31. Trend Report + Context Analytics Story VOC StandardVisuals Annotations Intake Meetings Leader Meetings Operating Model Summits All Hands Stories, Standards, Summits #5 Close Smartly
- 32.