Recruiter Workload

How a company calculates recruiter workload says a good deal about how it views recruiting overall. Is filling requisitions considered standardized, “off the rack” piecework or is it viewed more like specialized, custom tailoring: a set of skills applied to tasks that can vary widely depending on the situation and the customer? 

Of course, depending on a company’s talent needs, it can be either, and experienced staffing managers tell us that when their recruiters specialize in one type of requisition, optimal workloads usually establish themselves naturally over time. The problem arises when generalists (most recruiters) receive a mix of requisitions. How is the manager to account logically and consistently for variations in labor markets, recruiter expertise, and hiring manager expectations?

There are 23 variables that affect workload, some internal (admin support, process, communication, technology…) and some external (labor supply, economic conditions, competition…). Both specialists and generalists are affected. Is it possible to take work that varies from assignment to assignment, job level to job level, geography to geography, and company to company, and create a logical framework for managing the people who have to do it? Research suggests there is.


  • What and How to Measure — Setting up a measurement system, creating efficiency rankings and the tradeoffs between time, cost and quality
  • Variables that complicate workload assignments — A measurement framework for logically measuring each one and organizing the results into an assessment framework that can be applied to any staffing organization
  • Four trends that recruiting managers tell us are having the greatest impact on recruiting efficiency and effectiveness and the adaptations that are required to deal with each one


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