When New Hire Evaluations Go Unanswered

If it inevitable that your emails asking for new hire evaluations will go unanswered from time to time by both managers and new hires. This can be for a variety of reasons that include workload, vacations, procrastination, or an emergency that needs to be handled. You should wait a week before sending a follow-up email. This is an acceptable amount of time. Sending a follow-up email is very important. It shows that you are serious about your work and want to gauge how each employee is performing in a company. While you will have many other duties to perform, sending a follow-up email is important and will not take more than a few minutes. You may have to visit the manager or new hire personally to see how the new hire is performing if you don’t receive a response from your email. Sometimes this approach is better for those who may have a lot to say or forget to respond to emails. Once you have worked with managers and others long enough, you will be able to judge how to approach them on these matters.

What to Do with the Information Gathered:

Once you have gathered your information, add it to the new hire’s employee folder. If your company has procedures to follow concerning follow-up interviews, probationary notification, or additional training, you should follow the protocol. If the company does not have any of these procedures, you may want to ask what your next step is. Talk to a supervisor to determine the best course of action. After you have performed a few new hire evaluations, take a look at the information gathered.

-> What does it say about the recruitment methods used?

->How many new hires have left the company before their evaluation period was up?

-> What are the criteria managers use to evaluate new hires? Is it the same criteria you were given?


-> What are possible improvements that can be made in terms of recruiting? -> What are some of the weaknesses in training that need to be addressed?

-> Are new hires happy?

-> What is the percentage of new hires that meet expectations and the percentage of those who are not? This information can be used during the recruitment process in order to adequately provide a job description that can be used to determine who is qualified and who is not when a job opening becomes available. This will help prevent future hiring mistakes from happening.

About the author: Dakotta J.K. Alex, social venture director and author of “Damn, I Need a Job. Again!” and “The Recruiters Guide Book,” is a Global HR Solutions Consultant specializing in human capital recruitment, process management and career analysis in the US, Europe and China.

How to Conduct New Hire Evaluations

How to Conduct New Hire Evaluations:


There are a few ways to conduct new hire evaluations. You can create a short questionnaire that managers have to fill out that basically state if the new hire is meeting the expectations of the department. Before sending the questionnaire, you should ask the manager to outline what they expect from their employees. This will give you a better idea of whether new hires are meeting them or not.

You can also create a list of criteria and ask managers to rate them in order from most to least importance. A sample list looks like this:





--> Goals


--> System compatibility


--> Capacity


--> Motivation


--> Knowledge and skills


--> Performance


--> Experience


--> Customer compatibility


--> Work group compatibility


--> Organization compatibility


--> Change/learning posture


--> Development areas



©HRMetrics.org




If the manager is considered difficult to work for by other employees, or you determine they are asking too much from their employees, you should proceed with the new hire evaluation questionnaire, but keep in mind that the evaluation is only one piece of information you should gather.

You should also send a questionnaire to the new hire. Ask them questions about their overall job satisfaction, if the job was different than what was explained in the recruitment process, how they are adjusting, and ask them to rate their performance.

Being able to hear from the manager and the new hire will give you a larger measurement of how the new hire is adapting to their position. You may need to schedule a follow-up interview with managers and new hires if you receive two different types of evaluations. Resolving these issues early will help create a more positive work environment.

Benefits of New Hire Evaluations:



It is surprising how few companies track the progress of new hires. According to an article published by HRMetrics.org, less than 20% of all companies evaluate new hires, which have decreased from 30% in 2003. While this task can be overwhelming at first, it provides a wealth of information you can use when recruiting, tracking employee progress, and evaluating recruitment methods.

There are numerous benefits to tracking new hires. You will be able to track the following:



--> Time it takes for a new hire to become acclimated to their new position


--> Get a better understanding of what managers are looking for in new hires


--> Evaluate personality/work performance


--> Determine if new hires were given an honest depiction of what they would be doing


--> Gain a better understanding of the work environment


By gathering this data through questionnaires, interviews, and observation, you will be able to use the information when recruiting. For example, if a new hire was not given an accurate job description, then you will need to change this information is presented. This is a small fix that may prevent the hiring of those who are not qualified for a position.



When to Conduct New Hire Evaluations:



This is perhaps the trickiest part of measuring new hire performance. You may need to ask managers how long they expect new hires to take until they are able to perform all duties required. This can be anywhere from 30 to 90 days. Companies that track new hires usually have a ninety day evaluation period. This is usually enough time for new hires to become comfortable in their new working environment.

There are many issues that can affect employee performance including:



--> Work environment

--> Managerial style

--> Work commute

--> Personal issues

--> Employee conflict


While you cannot control these issues from affecting employee performance, you can take them into consideration and try to not allow them to taint your research. Waiting longer than three months to perform a new hire evaluation will allow the work environment to affect your data. If the work environment is hostile and the new hire finds themselves isolated, their work will begin to suffer. It is unfair to judge the performance of the new hire when they are under additional stress.

Each new hire will go through a ‘honeymoon’ period where they are learning about the inner workings of the workplace, meeting people, and learning how to perform their jobs. Usually after a ninety-day period, employees have made a few friends, understand what is expected of them, and should be performing job duties effectively.

New Hire Evaluations

Creating and Implementing New Hire Evaluations:

It can happen to any recruiter at any time, seasoned or new. Hiring an employee who turns out to be less than what you expected is a pitfall of the human resources field. When this happens, you will begin processing what has happened by asking yourself what went wrong in the recruiting process, how might a person who is less qualified slip through the cracks? Were they misleading? Did you miss important signs?
There are probably a few reasons why the wrong people get hired from time to time. But when this happens too often, you will have to implement new metrics to measure new hires, persuade managers to tell you what they are looking for in their employees, and use this information to avoid hiring those who may not be what your company is looking for in the future.

The Potential for Employee Discrimination

Employment discrimination laws:

It is the law which seek to prevent discrimination based on race, sex, religion, national origin, physical disability, and age by employers. Discriminatory practices include exhibiting a bias in hiring, promotion, job assignment, termination, compensation, and various forms of harassment.
The U.S. Equal Employment Opportunity Commission reported 72,302 individual discrimination charge filings in 1992. By 2004, the number had grown to 79,432. As a Human Resource Manager or business owner, you may be able to reduce your chances of an employee suing you by instituting

The following are the policies and practices:


1. Hire employees without consideration of their race, national origin, gender or age.


2. The handicap of an applicant should only be considered in the context of whether it will impede their job performance. It is important to take into account whether or not you could reasonably
accommodate the individual’s handicap so that they could perform the job.


3. If you are turning down an applicant because of something on their reference or security check, you should inform them of the reason why.


4. Have written job descriptions, including qualifications and requirements for all positions within your company.


5. Post all job openings and promote without any bias.


6. Review all current benefit, pension and retirement plans for any discriminatory language.


7. Inform employees of performance standards and penalties for violating company policy.


8. Provide written reprimands and opportunities to correct deficiencies.


9. Evaluate all employees regularly and in writing. Provide a copy of the evaluation to the employee for their records.


10. Institute a zero-tolerance policy for discriminatory actions on the part of any employee.


One final important practice that you should follow is to document, in writing, every phase of an employee’s time with your company. From hiring to the firing/layoff/resignation, every step should be well documented. In the event that there is a lawsuit, courts will expect to see written records of important decisions, meetings, problems, and company policies. Additionally, they will want to see proof that you were treating all employees the same.

While there is no list that can cover all possible safeguards, instituting the policies and practices listed above can reduce your chances of facing a lawsuit. More importantly, they just represent sound business practices that any business with employees should follow.

Employee Incentives

Gone are the days when employee incentives are confined to department store gift vouchers and cash bonuses. In order for companies to attract and attain the best staff companies are now becoming more and more creative in how they reward and incentivise their staff. Now human resource departments are presented with a wide range of options when making decisions on innovative incentives.
In fact, their bestselling options include dive holidays, trial instruction flight lessons, pamper-me packages as well as a helicopter twilight dinner. Indeed, these incentives will truly work their way to thrill employees and provide them with the rewards that they truly deserve! The great thing about giving activities as a way reward staff is that it gives them an opportunity to experience something that they may not ordinarily do or buy.
If you are thinking that these activities may be too costly or are only single-person experiences, think again! Many of these activities can start from as low as a $50, and they are just as fancy as higher priced incentives. Some examples of these would include body massages, coffee training courses or even rollerblading classes, all of which are relaxing and fun!
Alternatively, innovative activities for groups are also a great and fun way to build strong work relationships and foster greater team work amongst staff. After all you tend to spend a third of your day stuck in an office together, why not do something fun outside of office hours and have something exciting to talk about together. This naturally creates are much more harmonious workplace that is more conducive to greater productivity which is great for staff and the company concerned. For teambuilding, relaxing as well as some healthy intra-organization competition, activities such as corporate well-being programs, flying trapeze or go-kart mini grand prix, all of which will do nicely to help boost employee morale.
Extreme or high adrenalin sports are also very popular will would make great and attractive packages for the younger staff. Amongst these are shark dives, abseiling, AUSCAR driving courses, acrobatic air-show display flights and even jet-fighter flights. All of these are just great ideas and will definitely work their magic in encouraging employees to attain their goals.
At the end of the day staff want to know that they are not missing out on the finer things in life and feel as though their workplace is contributing to their work life balance. After all isn't life all about the experiences we do and share together. Why not make your workplace a place where experiences are shared.

Work place Violence

Who is at Risk:



Statistics show that, although no single occupation is immune from violence, violence in the workplace can definitely be seen to be clustered in certain occupations. Occupations having many, if not all, of the following characteristics also show the highest rate of incidents:

• Contact with the public
• Exchange of money
• Delivery of passengers, goods, or services
• Having a mobile workplace such as a taxicab or police cruiser
• Working with unstable or volatile persons in health care, social service, or criminal justice settings
• Working alone or in small numbers
• Working late at night or during early morning hours
• Working in high-crime areas
• Guarding valuable property or possessions
• Working in community-based settings

Depending on the area, taxi drivers had, by far, the highest incident rates. But, again, this is not to be seen as a national or international thing, but something that is dependent on the region where the assaults occur. The number one occupational group suffering the greatest number of assaults is not police and security officers as is often believed. No, the occupation shown to be most at risk are retail sales people, including but not limited to, convenience store personnel. This group is followed closely by those in the service industries like administrative personnel, teachers, and medical professionals. In fact, a report on incidents in one of the "calmest" countries - Sweden - shows medical professionals to be the highest occupation victimized by assault and other workplace violence. And, contrary to popular belief as reported by the media, the greatest threat comes, not from within a company's ranks but from outside.
The most difficult part of getting to the truth of the matter, as with all statistical data, is the fact that the numbers are probably far lower than what is actually occurring. Just as Human Resource managers and the companies that they represent are concerned about legal action in regards to giving reference information about past employees, most are also fearful of their public image should word spread about assaults against their employees.
Prevention and Countermeasures The growing trend for dealing with the problem of workplace violence is in teaching employees, supervisors, and executive management how to spot trouble signs before they occur. This is an excellent place to start to build a sound program. As with anything involving danger, the more information and awareness that can be developed, the more effective we can be in preventing the danger from ever occurring.
However, no program can be considered complete without including employee training for effectively handling, escaping, and surviving actual physical assaults. The fact is, that no amount of understanding and preventative measures will stop certain assailants from attacking. At that point, all that remains is for effective action that will ensure the physical safety and survival of the intended victims.

Remember:

Workplace violence is real. It can happen to any employee, in any company, at any time. And, it can happen to you or someone you care about

Workplace Violence

Workplace violence :

Has become one of the biggest concerns for managers, corporate executives and Human Resource Departments in the past several years. In fact, the shear number of incidents of workplace violence is staggering. A report issued by the Occupational Safety and Health Administration (OSHA) after an extensive study, showed that "homicide is the second leading cause of fatal occupational injury in the United States. The report stated that almost 1,000 workers are murdered, and 1.5 million - about 1-in-4 - employees are assaulted in the workplace each year. According to the BLS Census of Fatal Occupational Injuries (CFOI), in 1998 alone, there were 709 workplace homicides which accounted for 12% of the over six thousand fatal work injuries in the United States that year."

A Global Concern:

This issue is not limited to the United States, as some might assume. It seems that every country is showing a marked increase in the number, frequency, and severity of workplace violence incidents every year. Duncan Chappell and Vittorio Di Martino, in their work entitled: "Violence in the Workplace," say that a 1996 European Union Survey showed that during the prior year, four percent of workers (about 6 million) were subjected to physical violence while at work or on duty. They also say that, "workplace violence - be it physical or psychological - has gone global, crossing borders, work settings, and occupational groups.

TACKLING FACTORS THAT CREATE WORKPLACE STRESS

Identifying the risks is your first step. Conduct employee surveys, interview managers, and calculate physical risks involved in performing certain job tasks (anything from ergonomic office equipment to safely equipment used when lifting, packing, and moving heavy objects).



After have identified areas the need improvement, you should:

• Determine if steps are currently being taken to fix issues
• Research past solutions and their results
• Determine what else needs to be done
• Measure your results
• Review changes as they occur and at different times during restructuring to see the results and if they are appropriate (conduct additional surveys)
• Prepare an assessment report and monitor new processes from time to time to make sure they are working

USING CURRENT PSYCHOSOCIAL FACTORS TO PREDICT NEW ONES:

You can never predict what the outcome of change will be. New problems may arise after changes have been made which you will have to address. Preparing in advance by thoroughly researching the causes of stress and increased health issues at your company will make it easier for you to alter changes once they have been made.
All companies should assess their workplace environment at least twice a year in order to see where improvements can be made. Staying in contact with employees and managers can help you track changes and find areas that are in need of change in order to create a positive workplace environment.

About the author: Dakotta J.K. Alex, social networking director and author of “Damn, I Need a Job. Again!” and “The Recruiters Guide Book,” is a Global HR Solutions Consultant specializing in human capital recruitment, process management and career analysis in the US, Europe and China. Dakotta and his team are always looking for challenging projects.

Training Programs

Training Programs:

If your company has been using the same training program for 675years, it may be time to look at it closely to see where improvements or changes can be made. Many training programs do not include latest technology or procedures used on the job.


Work Schedules:

The number of hours employees work during the day, the time of the day they work, and the amount of time they have off can affect job performance, overall health, and stress. Cutting back on long workdays, or overtime may be needed in order for employees to be more productive.



Time Constraints:

Employees that do not have enough time during the day to get all tasks completed will be under a huge amount of stress. Looking at what is expected and giving employees enough time to complete their tasks will reduce stress and lower the numbers of sick day’s employees take.


Employee Expectations vs. Employee Rewards"

If employees do not feel appreciated for the work they do, they will stop caring about their job, which will cause workplace stress. Research the number of promotions given, the number of bonuses, and other rewards employees are given for their hard work and dedication.


Management Involvement:

While some companies promote too much management, others do not supply enough. Having a better understanding of what employees need, the current system in place, and ways to alter management styles can help you make suggestions that will reduce stress and make employees feel more valued.


Competitive Workplace and Threat of Downsizing:

Since many companies have downsized in the past, many employees are worried about their job security. This can cause intense competition and stress at the workplace. Reducing this type of stress can be difficult because your company may need to downsize at some point.
In your company, you may have to tackle many of these stressors in order to help employees become more healthy, energetic, and happy in their job. It is important to be as proactive as possible in order to make changes.


BENEFITS OF ADDRESSING WORKPLACE STRESS:

The benefits of addressing workplace stress are numerous. Not only will you improve employee/employer relations, you will also help the company look more appealing to those you want to hire. Other benefits include:


-> Fewer work days missed due to injury or illness

-> Higher productivity

-> Higher retention of top performers

-> Fewer new hires to train

-> Less expensive than paying for additional medical coverage

-> Less risk of downsizing

-> Attract more innovative and diverse employees to your company

In many cases, it is easier to reorganize work shifts, job tasks, training programs, and other stressors than to keep ignoring them.

Some companies introduce mental health programs, gyms, and on site medical care for employee use. While these programs may help reduce the symptoms of stress, they do not address the stressors at the workplace.

Stress and its effect

It is important to realize that stress can build over time until all people in the workplace are affected and influenced by it.

Common signs of increased stress at the workplace include:

-> Sick time used more often by employees

-> Projects not completed within a certain time frame

-> Employees finding other jobs

-> Body language of employees

-> Number of employee complaints has risen

-> Lack of participation in company events



Taking notice of these signs is the first step in identifying the problems. Measuring each of these factors by calculating days lost due to illness, interviewing managers, and conducting exit interviews will help you target specific issues that need to be addressed.


EFFECTS OF WORKPLACE STRESS



The effects of workplace stress can be varied ranging from boredom to serious health issues. Workplace stress can make people hostile toward each other, perform poorly on the job, become emotionally distant, physically ill or injured, and in many cases, cause them to lose their loyalty and confidence in the company. Because stress is usually compounded by time, number of employees, and the nature of the work being done, it is best to know where the workplace stress is coming from. Stress can also come from employees’ personal lives, financial issues, or being turned down for a promotion. Measuring the effects of workplace stress along with the symptoms will give you a better idea of where problems within the workplace structure exist.


COMMON SOURCES OF WORKPLACE STRESS


After measuring possible reasons for increased stress and their effects in your workplace, the next step is to find out where the stress is coming from. A stressor is an environmental factor that causes stress. Most workplaces have a few stressors, but when these stressors become out of control or multiply, then you need to look at eliminating as many as possible. Stressors include:


-> Training programs

-> Work schedules (overnight shifts, overtime, spilt-shifts, longer shifts of 10+ hours, ect.)

-> Time constraints

-> Employee expectations vs. employee reward

-> Management involvement

-> Competitive workplace and threat of downsizing

Work Environment

Stress at the workplace:

Today it has become an even bigger problem. Taking a closer look at the roll of employees, training procedures, productivity expectations, and the number of tasks employees are supposed to accomplish each day can help you pinpoint areas of improvement.

MORE THAN JUST UNHAPPY CO-WORKERS

The unhappiness of co-workers is the end result of being involved in stressful situations in the workplace. While a certain amount of stress is expected, levels that cause health issues such as hypertension, cardio vascular disease, weakened eye sight, poor circulation, and other problems are unacceptable.

Workplace stress can occur for many reasons including:

Unrealistic expectations of workers
Poor training programs
Downsizing
Poorly defined job roles
Poor communication between departments
Unidentified job goals

Employee Performance Reviews

The word Disagreement :
Is it an issue of fact (you wrote that the employee received a customer satisfaction score of 79 but the employee says that his score was actually 83), or is a matter of judgment (you wrote that the employee’s customer service skills were unsatisfactory; she feels that her skills are terrific)? If the disagreement involves an issue of fact, get the facts and make any corrections necessary. If it’s a matter of judgment, ask the employee for additional evidence. Then determine whether that evidence is weighty enough to cause you to change your mind, revise your judgment, and amend the rating that you assigned on the employee’s performance review.

Most of the time, you have a reasonably good understanding of the areas where disagreements are likely to pop up in the course of the performance review discussion. Before beginning the discussion, re-read the review you wrote and try to spot the areas where you and the individual may not seem eye-to-eye. Then ask yourself, “What am I going to say when George disagrees with my assessment that his performance on the Thompson project just barely met expectations?” If you’ve taken to time to review the appraisal you’ve written for potential hot spots, and given some thought to how you’ll respond, you’re much less likely to be caught off guard. During the employee performance review discussion, start with your higher ratings and move toward the lower ones. Be prepared to give additional examples besides the ones you’ve included on the formal written appraisal. Refer back to the informal conversations you have had with the individual over the course of the year. Of course, if you haven’t had on-going, informal performance review discussions with the individual over the course of the appraisal period, then it’s much more likely that disagreements will surface during the review. That’s one more reason for scheduling periodic, “How’s it going?” discussions with each person on your team. As soon as a disagreement pops up, switch into active listening mode. “Active listening” involves allowing the other person to clarify both the facts and feelings about an issue so there’s nothing left under the surface. For example, using phrases as simple as, “Tell me more . . .” or, “What else can you share with me about that . . . ?” or, “Really . . . ?” can encourage people to talk more about their perceptions. Simply nodding without saying anything encourages people to expand on what they have said. It’s not at all unlikely that the employee, allowed a sufficient chance to think aloud about what you have written, will end up saying, “Yeah, I guess I see what you mean.”
In dealing effectively with employee performance review disagreements, remember what your objective in the discussion is — and what it isn’t. Your objective in a performance review discussion is not to gain agreement. It is to gain understanding. If the employee agrees with you, that’s great. But particularly if your appraisal is a tough-minded assessment of the fact the Charlie’s contribution toward achieving your department’s objectives was only mediocre, you’ll probably never get him to agree. That’s OK. What you want is for him to understand why you evaluated his performance the way you did, even if his personal opinion is different.


Finally, if you have several employee performance reviews to deliver, don’t start with the individual whose performance was the worst and where disagreements are the most likely to arise. Start with the easiest — your best performer — and move toward the more difficult. In this way, you’ll build your skills and become more comfortable with the performance review process. Remember the advice that John Dillinger, the 1930’s public-enemy #1, once provided: “Before you rob your first bank, knock off a couple of gas stations.”

Dick Grote is one of America’s most well-known speakers, authors, and consultants on employee performance reviews. He is the Chairman and CEO of Grote Consulting and the developer of the GroteApproach

Hiring Manager Satisfaction

Understanding what hiring managers expect from HR recruiting is important because it is up to recruiters and managers to help new hires adjust to their new positions. Grading recruiters on their efforts is a way to judge the recruitment process overall.
If a hiring manager is not familiar with the grading system used to determine overall satisfaction, you should inform all hiring managers the criteria used in rating satisfaction so each manager will be able to give accurate feedback.


You can help hiring managers in a variety of ways with feedback:

• Create a questionnaire before implementing a manger feedback policy. Ask managers what they are looking for and what they expect. Use this information to discuss a grading system or other system that will provide accurate feedback.

• Make sure all managers are on board before implementing this system.

• Ask for new hire feedback by sending periodic questionnaires that include criteria chosen by you and the mangers. This will make giving feedback easier because managers already know what to expect on the questionnaire.

• Use a simple grading system and spend a few minutes with hiring managers periodically interviewing them on the pros and cons of the current recruiting process.

While it is difficult to make all managers happy, you will be able to compare responses and see similarities which can be used to make changes to the current recruiting system.




Employee Starts:

This refers to the time between signing a contract to the actual start date for new employees. The time between should be as short as possible, otherwise the cost of holding a position becomes very expensive. This time can be calculated very easily:

Time = (Actual Time to Start / Contracted Time to Start) x 100*

If the percentage ends up being over 100, then too much time is lapsing between contract signing and the first day of work. Monitoring this time can help make the recruiting process more efficient. By having a more accurate idea of start dates, recruiters will be able to manage their time and be able to interview more or less candidates, fill other positions while waiting for the ideal candidates, or be able to pursue other hiring venues.

Recruiting Efficiency:

This is another metric used to determine how efficient HR is about recruiting new hires and balancing expenses. After figuring out the recruiting cost ratio, you should subtract 1 from the percentage to figure out how efficient the department is.
Recruiting efficiency numbers should be high in order to be considered efficient.
Becoming more efficient may require hiring more employees during the year to justify costs, cutting costs by traveling less, or not participating in those job fairs that cost too much and yield little in respect to new hires. Tracking how people find your company is an excellent way to judge venues that are successful and those that are not.
These metrics may be good starting points if you haven’t been using metrics to measure the recruiting process so far. Understanding how much is being spent on recruiting and the success rates will give you a good idea on where improvements should be made.

New Hire Performance:

When gauging new hire performance, it is important to be consistent and maintain a record of all new hires in each department. In order to do this, you will need assistance from the hiring manager. Before implementing this metric, discuss grading systems with hiring managers and decide on a universal system. This can be a grading system or a point system. Make sure all managers understand the system and are willing to use it. The best time to evaluate new hires is between 90 and 180 days after they started working for the company. By compiling new hire performance data, you will be able to see how well new hires adjust, if additional training is required, or if more information needs to be passed on to the new hire during the recruitment or orientation stages.
If you notice, for example, that large a number of new hires leave the company before their evaluation period is up, then you need to find out why they are leaving as this will effect the company’s reputation over time.

There are many reasons when new employees leave:

• Incorrect information given during recruitment stage
• Inadequate training
• New hires not given the position they were originally hired for
• 
  
• Policy changes implemented after new hire started
• 
  
• Shift changes after new hire started
• Family/personal issues

These are all possibilities that will have to be investigated.
Tracking new hire performance will also give you perspective into the types of personalities that stay with the company and those that don’t. This may help when recruiting others.

Recruiting Cost Ratio:

The recruiting cost ratio is simply a number used to describe how much money HR spends on recruiting new employees. This is a simple calculation:

RCR = (Total Staffing Costs / Total Compensation Recruited) x 100*
Total staffing costs include recruiter travel, events, cost for job fairs, paperwork, supplies, recruiter salaries, bonus’ offered to new hires, and any other expenses your department needs in order to function properly.
Total compensation recruited refers to new hire employee salaries or hourly wages for that year.
If you add these numbers and end up with a low percentage, then you are on the right track to becoming a more efficient department. If the percentage is higher than if should be, then you should look at where the department is spending money and the types of positions that were filled in order to justify costs or in order to find ways to cut costs in the future.

Human Resource & Recruiting

If you are not currently using Hr recruiting metrics to measure new hire quality or hiring manager satisfaction, then you should begin doing so as this information could be very valuable in explaining changes that need to take place in the recruiting system or simply offer ways to make a good system even better.
While you do not have to implement all of these metrics at once, choose one or two that will help your recruiting system immediately and work from there. Over time, you can add more metrics until an entire measuring system has been created.


The Five recruitment metrics used by recruiters are:

• Recruiting Cost ratio (this includes staffing costs and new employee salaries over the year)
• Recruiting efficiency
• New hire performance
• Hiring manager satisfaction
• Employee starts (difference between date of offer and actual start date)

Performance Management:

An other role of the human resource department is related to the performance of the employees.
The performance of the employees appreciated and can be promoted and also can be provided the more benefits on the basis of their performance

Employee Hiring Process:

There are many hiring methods for the companies

Some methods are as following:

• Advertisements.
• Collection of CVs and cover letters
• Selecting the individuals on the job specification.
• Sending automated emails to the said employee.
• Managing Interview timings of all individuals.
• Interview Results
• Selecting again the individuals from the HR reports.
• Emails generated to the individuals for another interview related to their field and expertise.
• After all the processes the final action is the contract signing between the employer and employee.