Recruitment Analytics: A Simple Classification System

How do you classify the applicants in your pipe line? There are hundreds of ways to separate resumes at the first point of contact by potential job fit. Most Applicant Tracking Tools have this built in and really smart ones will auto separate and classify based on keyword searches.

If you can afford an ATS or have veteran recruiters and/or an optimized process you are probably already doing this. But you would also be shocked to know how many companies are not doing this.

To get started just create 3-4 piles to put resumes in. Its as simple as this:

Pool A is for candidates who have most if not all of the qualifications you are looking for.
Pool B is for applicants who have some of the qualities.
Pool C is for applicants who really don’t have any of the things you are looking for and/or have some fatal flaws that you believe are incompatible with the job.
Pool D can be for resumes who currently don fit, but might in the future.

If you are just using Excel to track your applicant pipe line, it is easy to add a column for general classification. Through in some weighted scoring to rank within each category and you are actually doing better than a lot of small and medium sized companies.

tracking-analytics

Just as an example, In each pool, you can add a rank of High, Medium and Low. High being they should be ready to start day one, medium meaning the will need some training time if they are hired and low meaning they will need some extensive training.

It is really that simple. Starting adding structure to your recruiting so you can focus your time and energy on those who have the most potential to help you right now, but also keep track of those who might be able to help you down the road.

If you don’t have a good ATS, then doing something like this will make a huge difference. You will soon be able to start making more strategic choices on who you spend your time, focus and money on.

HR & Recruitment Analytics – The recruitment and retention of top talent is the biggest challenge facing just about every organization. DMAIPH is a leading expert in empowering HR & Recruitment teams with analytics techniques to optimize their talent acquisition and management processes. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to learn how to get more analytics in your HR & Recruitment process so you can rise to the top in the ever quickening demand for top talent.

The Most Over Looked Metric In Recruiting

Which recruiting metric is most important to you?

This is something I am asked all the time and I generally go back to something I came across awhile ago. I have yet to find a better one…

“I am convinced that the most important metric and the only one I care to follow is; how long did the person I place stay with my client company? Are they still there, or did they leave? Were they promoted? Or were they Fired?”

Source: http://www.recruitingblogs.com/

So, the metric we should be interested in improving is that of the success and tenure of our placements. How long do they stay? How well liked are they? How well do they fit in with the rest of the team? Do they get promoted? This is the true test of “Added Value” which is why companies hire recruiters.

I have hired over 150 people over the past few years and many of the best ones are still going strong, so we must be doing something right. 🙂

If you need help in your recruiting process, DMAIPH can help! My expertise with recruitment analytics makes me uniquely qualified to help you measure your most important requirement metrics.

What Exactly Are Recruitment Metrics?

A general definition of recruitment metrics is something like this, “standards of measurement that HR and Recruitment professionals use to identify, analyze and present important information regarding the hiring process.” Recruitment metrics are extremely important in both assessing the effectiveness of the recruitment process and in looking at the ROI (return on investment).

Traditionally recruitment metrics focus on two areas; cost per hire and time to hire. They are both looking primarily at only the impact to hire someone.

However, those metrics generally do not include a multitude of important data points that decision-makers need to know. For example things like candidate satisfaction and hiring manager satisfaction can help determine wholes in a process.

You can also use recruitment metrics to optimize the hiring process looking at things like distance to work, difficult of commute, and demographic data on what schools and courses provide the best employees.

Another are you can draw psychometric data from for your metrics would be on things like work ethic, career decision-making and employee loyalty to see who is successful in your company so you can find more like them.

The types of metrics you can use in your recruitment process are practically limitless.

Based on a recent survey I saw on LinkedIn, If we use metrics correctly, they achieve the following additional benefits:

Advance the relationship between recruitment and the hiring managers — align the RIGHT objectives
Provide credibility to the recruitment department by displaying that they understand the overall business goals and objectives
Define what is important and expected of each recruiter
Drive consistency in delivery of recruitment services to the organization
Provide a platform to measure recruiter accountability and performance.

Does your recruitment process have actionable metrics that can drive data-driven decision-making?

If you are having trouble with your recruitment metric, connect with me and I’ll help you make sure you are measuring the recruitment metrics that are key to your business.

Recruitment Analytics… where both demand and need is greatest

Who’s left? > Reblog from one of my blogging heroes, Seth Godin.
http://sethgodin.typepad.com/seths_blog/2013/11/whos-left.html

This is EXACTLY why I have been able to run several successful recruitment analytics seminars in the past year. So many HR and Recruitment teams still approach sourcing talent like this…

“The classified section of the Sunday New York Times used to be more than twenty or thirty pages long. Now it’s down to one.

Part of this is due to the lack of new jobs in the post-industrial economy, but mostly it’s due to job listings moving online. I was fascinated to see some of the jobs in last week’s paper, and confess befuddlement at the thinking of those that ran them.

Here’s one, from Amazon, for a level II programmer in their New York office. Just a mailing address, no online method for contacting or applying. They’re using the newspaper to search for programmers unable to apply online, perhaps the best place to find this sort of programmer, but really, do they want them?

Or the ad from Paul, Weiss, a prestigious big law firm in New York. It’s the biggest ad on the page, and goes into a long, long list of requirements for the job–Magna Cum Laude from a famous law school, more than three years with one of their competitors, etc. Which high-powered New York lawyers are reading the last single page of newspaper classifieds?

And my favorite, an equally long ad for Deloitte that instructs the applicant to go to a website and enter a 15-digit code, including several “1”s, some “I”s and a bunch of letters and numbers. Almost unreadable in the paper, and hard to transcribe. More than a billion combinations… why not just enter NYT1124?

Lots of time and money being spent chasing the wrong people with the wrong ads.

My point, and I do have one, is that if your HR department is run by policies that were established a decade ago, worth a new look. And if you are serious, truly serious, that talent is your competitive advantage, please understand that the way you look for and sort that talent is the highest-leverage way you’ve got to increase what you end up with.”

HR & Recruitment Analytics – The recruitment and retention of top talent is the biggest challenge facing just about every organization. You really have to Think Through The Box to come up with winning solutions to effectively attract, retain and manage talent in the Philippines today.

DMAIPH is a leading expert in empowering HR & Recruitment teams with analytics techniques to optimize their talent acquisition and management processes. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to learn how to get more analytics in your HR & Recruitment process so you can rise to the top in the ever quickening demand for top talent.

Sharing a friend’s article – The War for Talent Rages in SE Asia!

http://www.sunstar.com.ph/cebu/business/2013/08/27/toral-digital-recruitment-insights-300020

My friend Janette recently wrote, “THE war for talent is real. Companies need to start treating people they recruit similar to responding to customer inquiries or complaints online. The slowness in responding to applicants can be the difference between hiring a highly qualified applicant now or taking only what is left in the market.”

This is one of the points I emphasize in my Recruitment Analytics trainings classes. There are so many ways that a good recruiter can make a difference, but I think the most important is engaging their candidates in a timely manner. If you work with good recruiters, you see that they manage their candidate pipelines very well… they never let them feel like they are in the dark and the recruiters create an atmosphere of approachability.

In short they follow-up often. And the digital world allows us to do this so much easier than ever before.

Janette adds, “Companies should level up and embrace digital at the same level as marketing uses it to reach out to prospects and customers.” They can do this by using the following tools:
> Use websites as a tool not only to attract customers but also prospective employees.
> Use social networking tools to build their digital influence and make themselves accessible online.
> Foster an open communication culture using the various modes of communication we have available.

As one of my best friends and colleagues at BPO Elite, Rachelle explains to me… in the end the most important thing is to find the right person for the right position. To do this you will see good recruiters embracing new technologies and take full advantage of the digital resources available to them.

And of course the best thing about using these digital resources is that they are chock full of analytics. LinkedIn, Bullhorn, Indeed, Facebook, Twitter, etc. all offer free analytics tools embedded in the applications that allow you to see who is seeing and following you. For a recruiter, it’s an amazingly powerful way to stay engaged with their candidates because they can see patterns and trends in who they interact with.

For more info on what Janette is up to, you can follow her at https://www.facebook.com/digientrepreneur

The Current Analytics Talent Landscape in the Philippines – Updated

Updated on 10/26/16

Something I was working on for a potential client, that I thought interesting enough to share.

Here are some of the common characteristics of the three types of analytics talent you will find in the Philippines. Keep in mind that analytics is still a fairly very new concept in the Philippines, but I am convinced its primed for continued growth.

From my experience the analytics talent in the Philippines can be broken into three groups.

Fresh Grads
Entry Level Analysts
Experienced Analysts

For the sake of comparison, I will speak mainly of analytics generalist positions like business analysts and operations analysts. More niche analytics jobs like financial analysts or quality analysts often come from different backgrounds then the bulk of the analytics talent I have worked with.

The first group of analysts are fresh grads. By and large they come from programs like IT, ComSci, Marketing, Business and other related courses. The ones with technical degrees all have some coding skills, know a few programming languages, are very comfortable with Excel and Access and have a general theoretical knowledge of databases, data warehouses and how big data is collected, stored and managed. Generally the business and marketing grads, have less technical skill, but are better prepared for the communication and data sharing side of analytics.

There are several thousand of these graduates entering the workforce every year, but a small % of them are really prepared for analyst careers. Several schools have launched Business Analytics elective tracts, but they are just getting started.

Most fresh grads with analytics talent find jobs in retail or in call centers, many as tech support or IT staff. The ones that do end up with the word analyst in the title are actually more like data encoders or just run reports. They do very little actual analysis.

From this pool, the English and communications requirements of many analyst jobs screen out 75% of the applicants. Fresh grads who start in analyst roles make salaries of between 10-20,000 PHP a month.

The second group of analysts comes the way most people have become analysts… accidentally. They have very similar educational experiences to the fresh grad batch, but started as a CSR or IT or Tech Support and rose above their peers to take on more complex duties.

These analysts find ways to add value to their reports, or have a propensity to solve hard problems or have a tech skill that really stands out. They are promoted to entry level analyst jobs where they are generally used with business lines to do metrics and KPI reporting, assist with process improvement initiatives.

They start to become very skilled, but generally in only 1-2 applications. Their talent is very concentrated and they are not generally pushed to do more. Whether it be working with certain BI or analytics tools, CRMs or other applications, they become very proficient end users but rarely learn the concepts that allow them to move easily between companies. They generally make salaries of about 20-30,000 PHP a month.

However, that doesn’t stop them from hopping around quite a bit. The severe talent shortage for analysts in Metro Manila see a lot of analysts with 1-2 years under their belt get pirated and over a 5-6 year period you see they working for 3-4 companies, each time chasing more money. And rarely does this make them a better analysts as they have a lot of knowledge about a few things, but have not really mastered a competency in anything.

The only training they receive is in-house training on new systems that is generally rolled out from abroad/above. This is one of the biggest difference between analysts in the US and India versus the Philippines. There is little investment in the analyst to grow. There is no encouragement to innovate they get bored pretty quickly which is why they are so susceptible to jump for a little more money.

Based on my observations, maybe 20% of this pool of thousands stick with the same company and rise up to be an experienced analyst in their original company. And you find the ones who stick are generally employed by US, Indian and European BPOs. They make about 25,000 and up PHP a month.

The final group, the more experience analysts are a rare breed. They have the skill similar to what you would expect from an Indian or US analysts with 5 years of experience. They have mastered a couple of disciplines (apps, systems, dbases, etc) and have carved out a good niche. They get paid at least 30-40,000 PHP a month and are firmly established with their employers.

They don’t hop for more money and they tend to be pretty loyal. The best way to pry them away is to offer them something new and different to play with. When you appeal to their curiosity, then they will consider hoping for more money. This is the play the HP, IBM, Google, Citibank, and others who have set up analytics teams are doing. They are trying to entice top talent with both money and new opportunity.

There is also a small, but growing number people in the Philippines who are at the level I was when I left Wells Fargo. Analytics Experts who can offer you a wide range of analytics solutions, understand how complex analytics works and are truly on the cutting edge. A lot of these analysts are now being classified as data scientists. The salaries for these positions can be 50,000 PHP or more a month.

Traditionally data scientist have advanced degrees in statistics, math or some other heavily technical field of study. They generally focus on building models and mining big data using advanced software. They have mastered several coding languages and use predictive and prescriptive modeling techniques. If I had to put a guess on this, there might be a couple thousand true data scientists in the Philippines right now. Hardly enough to go around.

In reality, many of the job postings across the Philippines for data scientists are actually looking for something different. The term is the current hot buzz word and many traditional analyst jobs are being mislabeled as data science jobs. It is very important when hiring someone who has data science in their background to make sure they really have the level of expertise you need.

Bottom line though, if you are looking for someone who is curious, adept at technology, loves solving problems and is data hungry, you can find them in the Philippines.

These thoughts are solely based on my observations and research; I would love to hear others either validate or counter any/all of my conclusions.

If you would like to know about the current state of analytics in the Philippines, please check out my new book, Putting Your Data to Work. The book serves as a guidebook for Filipino professionals to better understand how to get more data in their business. Connect with me and I’ll let you know how to get a copy.

Analytics in the Philippines – The Philippines is at the center of the action when it comes to solutions to the global need for analytics. Blessed with a solid foundation of young, educated and English speaking workforce, companies around the world are look for Filipino analytics talent to fill analytics positions. DMAIPH was set up to facilitate these solutions and bring the talent and the business together. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly so we can help you take advantage of this unique global opportunity.

One Year Later, It’s time to Get Back to the Basics – Part 1

As most of you know, I moved here one year ago from the United States. I left behind a 15 year career as an analyst with Wells Fargo to set up a business here in the Philippines to train analysts. Over the past year, my path has diverged and expanded to encompass several different analytics solutions including social media outsourcing, recruitment analytics training for corporate HR professionals and speaking engagements at schools promoting analytics careers in the IT-BPO industry. I have trained close to 200 people from a large cross section of schools and companies.

This morning I started thinking though about why I came here in the first place. Are there more analyst jobs out there then their is talent available for them? When I first started looking at the demand side, I analyzed things like looking at postings in job street with the term analyst in them… I got back over 1000 postings. A year later I do the same thing, but am now getting back 1300 postings.

My analysis has always been that there are several factors which make a training program like I have developed not only necessary, but imperative.

First off there is not a lot of analytics related education being taught at the college level. You see it in some programs at some schools, but overall higher education is not producing analytics talent ready to fill the jobs.

Secondly, there is such a dichotomy of skills required for the job postings… soft or people skills like communication and cross-department project work combined with the technical skills in specific programming languages or experience with certain types of analytics tools. It is very hard to find people who can balance the art and science of analytics and no one here is training people on both… its all one or the other.

The third reason why a training program like mine is important is the job requirements are getting increasingly complex in both quantity and quality. Traditional methods of recruiting don’t work well for analyst positions because most recruiters are focused almost exclusively in the technical skills and not of the soft skills. It is very hard to assess someone for curiosity or the ability to conceptualize big data schemes in a way that can be explained both to techie developers and people skill focused managers. To make things more challenging, few companies are trying to retain and train up analytics talent within, they instead turn to recruiters to pirate or poach talent from somewhere else.

The need for training approaches that are innovative and effective is growing much, much faster than most people are able to grasp. The massively overwhelming amount of data we have to analyze in our businesses each and very day is mind numbing.

10 Tips to Make Your LinkedIn Profile Stand Out

I love LinkedIn. I spend more time on LinkedIn then I do on Facebook. However, I still amazed that in every training batch, a majority of attendees are not using LinkedIn to its full potential. With that in mind, here are my ten tips to make your LinkedIn profile stand out!

1.Define yourself.

2. Have a great picture.

3. Add a summary.

4. Use of keywords.

5. Ask for recommendations.

6. See who has viewed your profile.

7. Join groups.

8. Mention volunteer work.

9. Connect to people where you want to work.

10. Stay active, post, follow and share.

LinkedIn is the single best place to go to help you find your next job.

http://www.linkedin.com/home

Simple Recruitment Analytics Exercise: Recruit your own Super Hero Team

Here is an example of simple exercise I sometimes include in my recruitment analytics trainings. It’s a good icebreaker/team builder that starts the conversation about how to measure the effectives ness of different roles in a recruitment process.

Situation: There is an asteroid about to hit the Earth. An evil super villain has created a ray that is attracting the asteroid here.

You need to recruit a team of heroes to complete the following tasks

1.Stop the asteroid from hitting the earth.

2.Find the super villain and stop his ray.

3.Evacuate people from the impact zone in case you can’t stop it

Rules: You must pick 3 heroes and you must stay under budget on their “salaries”.

You can only spend 200 salary points total.

Superman – 150

the Hulk – 100

Batman – 75

Thor – 100

Wonder Woman – 75

Iron Man – 100

The Flash – 50

Captain America – 75

Green Lantern -50

Hawkeye – 25

Aquaman -25

Black Widow – 25

Hawkgirl – 25

Darna – 50

The discussion is always interesting and most teams come up with a different combination of heroes. Besides the lead in to recruiting, I also talk a lot about how when we recruit, we have to think about what appeals to our target demographic. Which in the case of most recruiting for the BPOs here in the Philippines means 18-24 year olds who like technology, games, super hero movies and anime. Trying to find creative ways to engage them and keep their attention is as big a challenge as any other one facing recruiters.

And for the record, the most common solution is just to hire Superman and save the rest of the money since he can handle all three tasks in a matter of seconds. 🙂

If your organization is struggling with recruiting and retaining talent like so many others are, then you need the equivalent of an analytics superhero to help you save the day.

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