Cost and Time

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Without first controlling time and cost, staffing managers have little credibility on other matters. Inefficient managers don’t stay managers for long. This 14th edition of our classic corporate recruiting efficiency study will tell you:

  • How you rate against your peers by industry, company size, job level and hiring activity
  • How to distinguish between good and bad efficiency benchmarks
  • When and how to measure
  • How to report efficiency to senior management
  • How to balance efficiency and effectiveness (they’re not the same)
  • Where you rank against both short and long term industry benchmarks
  • How to dismiss unfair benchmark comparisons
  • How to properly rate different recruiters and geographies against each other
  • Why best practice and poor practice can use the same metrics

Essential data for reporting to management, evaluating 2013 performance, and planning. Used by thousands of employers, consultants and vendors since 1998 to define optimum performance.

CONTENTS (partial)

Reexamining staffing’s roles and responsibilities

About Measurement


  • History of recruiting costs
  • Averages don’t measure excellence
  • Geographic and other variables
  • Partial vs. total costing
  • Cost breakouts
  • Charts:

    - By company size
    - By number of hires
    - Internal cost changes, post recession
    - External cost changes, post recession
    - Compensation recruited
    - Recruiting cost ratios
    - Cost per hire


  • Where to start
  • Keeping hiring managers happy
  • Measuring success
  • Variations:
    - Trends
    - By company size
    - By number of hires
    - By job level
    - By industry
    - Time to hire
    - Time to start


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