The Business case for a Recruitment Audit?

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Having been involved in recruitment, whether on the corporate, the vendor side as a Recruitment Process Outsourcing (RPO) provider or as a consultant, I have seen a broad spectrum of internal recruitment functions. Whether it has been a Fortune 500 Company or a small, growing business, it’s interesting how these functions have followed similar evolutionary processes to become what they are today. Challenges that face the small organization also face larger organizations. Small company recruiting challenges grow and amplify into large company challenges.

Recently I met with a small technology company’s head of Operations who has nepal phone number resource become frustrated with their organization’s ability to identify, prioritize, engage and hire staff to both maintain and grow their business in a cost effective manner. This company has just 250 employees, and over 30 active (and aging) job openings. Last year they hired just over 60 employees, mostly replacing turnover, unable to grow their business substantially due to recruiting’s inability to keep up to the curve. Their spend for the year was almost $1 Million, rough cost per hire of $16,000. To most of us in recruiting, this metric alone might prove an indicator that something’s amiss with the recruiting function.

The organization that supports recruiting, HR, has two people dedicated to the recruitment function; one senior recruiter, one recruiting coordinator/junior recruiter. At first blush, it would seem that the team is appropriately staffed to hire at the existing volume. Some of the roles, roughly 10% are very challenging to identify and engage talent, 20% are entry level support and administrative roles and the remaining 70%, though not easy to recruit for, are roles that should be filled at a cost per hire that is 25% of the company’s average. So, what’s gone awry?