Download chapter 7: 'E-Recruiting'
Excerpted from the book 'Mastering HR management with SAP', ISBN 1-59229-050-7, Copyright 2007. Written permission from SAP PRESS is required for all other uses. Copyright © 2007 SAP PRESS America. All rights reserved. Email: email@example.com. SAP PRESS America, 11300 Rockville Pike, Suite 1100, Rockville, MD 20852-3030, USA.
7.1.3 Controlling Recruitment Processes
Measurement of the recruitment performance is becoming more and more important. There are well known key figures such as
- Cost per hire
All internal (e.g., time spent by recruiters) and external (e.g., cost of a job advert) costs that are spent to fill a position
- Time to fill
Time that passes from the opening of a position to the hiring of a new employee
- Cost of staff turnover
All costs caused by the leaving of an employee (including hiring and training costs as well as the costs caused by the vacancy, to name but the most important components)
With E-Recruiting, it is often more difficult to assign the costs to a specific hiring, because the costs for the talent pool must be shared by all hiring activities in some way. Moreover, there are often requirements for more detailed information. One way of dividing the time to fill a vacancy is as follows:
- The time from the moment the vacancy is known to the moment when a job advertisement is published (online or in print)
- The time between the publishing of the advertisement and the invitations to first interviews
- The time between the interviews and the hiring decision
With a specialized e-recruitment system, the expectations in this area are
7.1.4 Processes and Organization
This new world of recruitment can be quite a challenge for the HR department. It differs from the traditional process in a number of ways.
- The candidates can contact the company in many different ways, and they want to decide how to go about it.
- Working with a talent pool requires completely new processes, because, after the initial registration, the initiative often must come from the employer.
- Besides the processes surrounding applications and job openings, something must be done for the retention of talent in the pool.
- Line managers expect to be involved more actively in the selection process and get quicker results so they can respond to changing market requirements
- “Cost per hire” is an important key figure, and budgets for HR are often limited.
- Recruitment, staff retention, succession planning, and career development are interacting strongly. They even can be seen as parts of the same complex process.
All this requires significant changes to the old organization and processes.
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