Last month, we hosted our first Lunch & Learn at Namely’s headquarters in New York City. The topic? How to Scale Quickly with Talent Metrics. Our panelists had so many amazing insights, we couldn’t wait to share them with you.
But first, a quick introduction to our amazing panel of speakers:
- Julie Li: Moderator, and Senior Director of Inclusion and Employee Experience at Namely
- Tony Thompson, SVP People and Talent at The Muse
- Brendon Smith, Senior Director of Talent in Community at Welocalize
Here’s what you missed:
1. Your recruiting tech stack can make all the difference in improving the hiring process
Brenden says they started off using Excel and Outlook for everything when budgets were lower, and were really happy to have budget for InMails later on. They recruit talent from around 100 different countries, so they also utilized platforms like We Chat (where appropriate) and Ching (in Germany). His biggest piece of advice? Focus on building a consistent set of tools and processes that your team can use 80 percent of the time. Then allow them to utilize their own tools to help with functional or geographic specialties.
Tony shared a wealth of tools she’s used over the years, including:
- Hire In: She used the platform at Conde Nast when they had the scale to 800-900 people in their digital business unit. With no history of hiring engineers, they found it was really good for volume—and she still uses them today at The Muse.
- Fetcher: She shared how this tool combines AI with a recruiter on their end, which has resulted in good quality candidates—especially for enterprise senior salespeople.
- Good recruiting software: Tony didn’t realize how many bad recruiting platforms she had used until she joined The Muse, and that their recent switch to Lever has helped them quickly collect and aggregate interview feedback.
- Chart Hop: This is a new tool for org design, which she thinks is important to consider when you’re scaling.
- The Muse: Tony was first introduced to The Muse at Conde Nast when she was trying to recruit software engineers. Their career site was run by marketing, and dedicated to the product (magazines), but The Muse allowed them to utilize independent storytelling that was dynamic for recruitment.
2. Forecasting can help you better utilize and plan resources to meet headcount plans
Brendon admits he spends a lot of his personal time thinking about how to forecast recruiter needs to match the headcount plan so they can scale quickly. In general, a corporate recruiter can handle between 12 and 15 roles, but that can vary depending on the candidate profile needed, the compensation, and the employment scenario. He works hard to define what they are expecting of each recruiter, and has built a Service Level Agreement concept to communicate with the rest of the organization. Every month, they share how many roles they were asked to fill and how many were delivered in the time forecasted. They also share how many were not delivered, why, and how they’re improving. Sometimes, that means they need to request additional recruiting resources to meet goals.
Tony agrees that she doesn’t like to go above 15 roles per recruiter, because the candidate experience starts breaking down after that. She leads a bi-monthly talent review with the leadership team, as well as a quarterly review with managers and directors to identify flight risks and who is up for promotions. By adding expected attrition to the headcount plan, she can better project for hiring goals and advocate for additional sourcing resources, like Fetcher, or use a contract or agency recruiter to take some pressure off.
3. Sending talent metrics to company leadership helps them stay informed
Brendon already shared a bit about the Service Level Agreement metrics and communications he sends to the company, and Tony shared a few more she tracks. She sends a weekly email to the leadership team with recent turnover, active roles and anticipated fill dates, and projected roles that haven’t kicked off yet. She also sends a quarterly talent metrics report on time to fill, quality of hire, and sources.
4. Partnering with hiring managers is critical for recruiting success
Tony suggests a kick off meeting to get into your hiring manager’s heads to learn more about the candidate profile. This includes standard questions around roles and responsibilities, but she also likes to discuss the characteristics they want to see in candidates that may be different than the outgoing employee. They also offer the hiring manager a calibration period of 1-5 days to do a few phone screens and fine tune their job description from there.
Brendon says Welocalize is working out a standardized process that helps them better partner with hiring managers, which begins with a discovery call. They’re trying to standardize the interview process, as some managers like to have the candidate meet every person in the company, while others want to make a hire after the first interview. Ultimately, they want this process to apply across the company.
5. Key performance indicators help you quantify your successes and improve your processes
Welocalize is experimenting with a quota system to measure recruiter performance. They measure the complexity of a role, translate that into points, and set the expectation that recruiters score a certain amount of points each month. Brendon shares that somebody has quit because of this system, but others have provided feedback that they now have a better understanding of what’s expected of them.
Tony reiterates that her big three talent metrics are time to fill, sources, and employee referrals. Time to fill is tracked from the time a hiring manager creates a candidate profile, so recruiters aren’t docked for that, and they aim for 45 days for non-technical roles. There’s also an expectation that all members of the team contribute to recruitment marketing and employer branding efforts.
Both Tony and Brendon share they are working on measuring quality of hire better. Tony points out that it doesn’t matter if the recruiter fills a role on time if they are going to have to fill the role again in two months.
Thank you to all who joined us! We look forward to meeting you on the road again soon. Lever’s next Lunch & Learn will be in Chicago on May 14th.