Recruitment Metrics - with John Younger - RecruiterShare

**Ray Rike** (0:00)
Hello, I'm Ray Reich, CEO of RevUp Squared and the host of the Metrics that Measure Up podcast. We talked to a wide variety of B2B SaaS industry thought leaders, executives, and people just like you to discuss how they use metrics, key performance indicators, and benchmarks to enable better data-driven, metrics-informed decisions that accelerate revenue performance and increase enterprise value. If you'd like to gain insights into how your metrics measure up to industry benchmarks, you can learn more at revopsquared.com. Now, on to today's show. Welcome to today's edition of the Metrics that Measure Up podcast. Today, I feel so privileged to be joined by a long time friend, former business partner, and boss, John Younger, founder and chief collaborative recruiter share.

**John Younger** (1:00)
Thanks Ray, great to be here.

**Ray Rike** (1:02)
John, your metrics driven approach to town acquisition, and actually more around hiring performance, was what initially attracted me to become your partner and working with your organization got 10 years ago. Would you mind telling our audience a little bit about your journey and what led you to today's rollout RecruiterShare?

**John Younger** (1:20)
You bet.
In the vein of full disclosure Ray, I am a recovering software developer, math and statistics geek. I got into recruiting after I wrote an african tracking system for Bank of America, and I got into recruiting technical people. Once I got into that, shortly thereafter, I managed all the recruiting for two divisions of Bank of America's hiring, about 16,000 employees, and it was dramatic to see how little we knew what was going on from a metric standpoint. It's a big organization with lots of hires across lots of geographies and recruiters and managers. But even the simplest of metrics was like pulling teeth, and almost impossible to keep on an ongoing basis. Through that journey, ultimately, through having a software company, a recruitment process outsourcing company, I realized that at the end of the day, that managers really just want to make their hires easier and fast, and they want people who stay and are highly productive and highly valued. Ultimately, that's what started the thought behind RecruiterShare, which is like ride sharing but for the best proven recruiters.

**Ray Rike** (2:28)
You just mentioned making hires faster, making sure they're high-value employees and that they stay. Would you share with our audience, first of all, what do you think are the highest priority metrics a hiring manager or a CFO and CO should track?

**John Younger** (2:45)
So, I'm going to preface this comment, Ray, and you'll appreciate this. With the death by metrics possibility that many companies tend to run into, meaning that I will share the top ones I think there are. But you read all the stuff about metrics for recruiting and hiring, and you can literally probably come up with 40 to 50 different metrics. And I'm sure you probably know that and have researched it. At the end of the day, I think it distills down to a very small number of metrics that the C-suite is going to really care about. The first one is going to be how long does it take between when the job goes live and I meet the person I'm going to hire? We call it days to present. And this is a really insightful dividing line between recruiting efficiency, so they come to my door in three days, for example, and interviewing and hiring efficiency, which could take a week, a month, several months. By knowing days to present, you can know where to focus your efforts for continuous improvement. The second one is what I would call net, well, it's net promoter, but it's targeted toward the recruiter and the recruiting business. Ask the people who are the hiring managers, are you likely, what is your likelihood of recommending this recruiter to others? And not just the whole process, but the recruiter himself or herself, because at the end of the day, the HR department, the recruiting agency, all these bigger organizations around the recruiters are secondary to the recruiter you work with personally. So would you recommend this recruiter? And the third is some kind of a direct business impact metric, and I left it more generally defined because it depends on the role being filled.
Is it a revenue per employee metric? And especially if you have salespeople, how are they producing? Is it a customer feedback metric? Is it a retention metric, a retention and promotion metric? So those three things, days to present, a net promoter, and a business impact.

**Ray Rike** (4:48)
That's really interesting. So net promoter, which is really your satisfaction with the recruiter that you use. Are there certain elements that make certain recruiters get a better NPS than others, John?