Recruitment And Selection For Organizational Strategy

1522 WordsMar 23, 20157 Pages
Linking Recruiting and Selection to organizational strategy is key to the continuous hiring of top-performing individuals. HR professionals should ensure their HRIS is able to calculate and track various recruiting metrics to chart the successfulness of the organization’s recruiting operations. According to Sullivan (2013), there are three categories of strategic HR metrics: Business-Impact, Predictive, and Internal. Business-Impact metrics are the most useful for the strategic HR professional as they should closely mirror the organization’s strategic goals. These are the metrics that should be directly reported to the CFO and CEO as they are linked to revenue and relate to how recruiting affects the bottom line. Sullivan (2013) states the most important metric is performance level and dollar impact of each hire which measures actual on-the-job performance. The measure is used to demonstrate quality of new hires and is tabulated from performance appraisal scores and any other quantifiable data related to organizational goals. Collective totals can be used to measure how well the organization has recruited over an established period of time. Project delays and missed strategic opportunities as a result of weak recruiting is a real-time metric that can be used to show management how low-quality or lack of hiring has had adverse affects on projects. This metric can be shown in loss of days and dollars or how it has negatively affected any of the organization’s major
Open Document