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The numbers

Lina: Friday the twenty-sixth of February. The board meets on Monday.

Lukas Brandt: Time to hire, cost per hire, where candidates drop out — and whether it was fair.

James Whitfield: It's all on one screen. I'll bring it on one page.

Lina: The last chapter: the numbers a board asks for, what each one means, and how to read them honestly.

Lina: ISO 30414 is the standard for reporting on people. For recruitment it names a handful of indicators — and the honest way to count each one.

Four questions a board asks

Lina: Four questions.

Lina: How long: time to fill, from the advert to the hire; and time to hire, from the application to the hire.

David: Those two get mixed up all the time.

Lina: One is the company's speed; the other is the candidate's wait. How much: cost per hire — every advert, sitting and panel that was recorded, divided by the hires.

Lina: How well: did they accept the offer, and are they still here after ninety days?

Lina: And how fair: where candidates drop out, diversity against the company's targets, and what the candidates themselves say.

The Pulseboard

Lina: James opens the Pulseboard. Every figure on it is for one hiring cycle,

Lina: thirty-three applications in process,

Lina: none hired this month — the six hires of this cycle were last autumn —

Lina: and a button we'll come back to.

David: Every figure here is one cycle, not all time.

Lina: So this year can be compared with last.

Where they are

Lina: The pipeline by stage: fourteen in scrutiny, seven at the written test, eight on a merit list.

Lina: Weekly intake — the Dubai and Singapore adverts —

Lina: and the offers: six made this cycle, six accepted.

David: None declined — either good offers, or good merit lists.

ISO 30414

Lina: Then the six indicators.

Lina: Time to fill: thirty-two days from an advert to its first hire.

Lina: Time to hire: eleven days from a candidate's application to the hire.

David: Eleven days is quick.

Lina: Because the counting starts when they apply, not when the advert opens. Cost per hire: three thousand one hundred and ninety-two dollars — nineteen thousand recorded across six hires.

Lina: Offer acceptance, a hundred per cent,

Lina: quality of hire — all six still in post after ninety days —

Lina: and a candidate NPS of plus ten, from ten answers.

David: Hover a tile and it tells you how it was counted.

Lina: That's the ISO part: the definition travels with the number.

Where they drop out, and what they say

Lina: The funnel, as conversion: fifty applied, forty-six passed scrutiny, twenty-eight sat a test, twenty were interviewed, seventeen made a merit list, six were offered and six hired.

David: So the test is the big gate.

Lina: Sixty-one per cent get through it. And the candidates' own view, from the ISO 30405 survey: fairness four point one, respect four point four — and timeliness three point three.

David: The waiting again.

Lina: The same thing Marcus and Priya wrote in their comments.

Against the targets

Lina: Diversity, against the targets from chapter seven. Women: forty-two per cent of applicants, a third of hires, target ten — on target.

Lina: Persons with disability: no applicants at all this cycle, against a target of two per cent.

Lina: Minorities, the same.

David: So it isn't the panel that's the problem.

Lina: No — it's who applies. That's a different fix: where the adverts go, and what they say.

Time, stage by stage

Lina: How long each stage takes: the interview stage is the longest, at just under three days.

Lina: And the approval ladders in flight: three pending, all three past their SLA — an appeal from September that nobody decided, an advert waiting for sign-off, a requisition of James's own.

David: The dashboard shows its own homework.

Lina: Monday morning's first job.

The six

Lina: And the six hires behind every ratio on this page: Sofia in October, five in September.

David: Six people. Keep that number in your head.

What a number cannot say

Lina: Three cautions before this goes to a board.

Lina: Six hires is a small number. One more hire moves cost per hire by a sixth; one leaver moves quality of hire by seventeen points.

David: So show the count next to the ratio.

Lina: Always. Second: cost per hire counts only what was recorded.

Lina: And third, compare the company with itself — this cycle against the last — not with a benchmark from another industry.

A cost nobody entered

Lina: Which is why James checks the Dubai case study: the sitting cost still says zero. The meeting room at the hub cost two hundred and fifty dollars — he enters it.

David: Two hundred and fifty dollars nobody would have missed.

Recorded

Lina: Saved, alongside the ISO 10667 procedure record from chapter five.

Cost per hire, updated

Lina: Back on the Pulseboard: nineteen thousand four hundred over six hires — three thousand two hundred and thirty-three.

David: Forty-one dollars a hire.

Lina: A small number, but a true one.

One page for the board

Lina: Then the button: Board pack. The same figures on one printable page,

Lina: each indicator with how it was counted,

Lina: the cost with the total and the hires beside it,

Lina: and the NPS with its response rate.

Funnel, diversity, experience

Lina: The funnel — six of fifty, twelve per cent —

Lina: diversity against each target, with a plain met or below,

David: No colour-coding to argue about.

Lina: and the candidates' scores.

Positions, and a signature

Lina: Every position in the cycle,

Lina: and three signatures at the bottom: prepared, reviewed, presented to the board.

David: Why the signatures?

Lina: Because a number someone signed is a number someone checked.

Plus ten

Lukas Brandt: Thirty-two days to fill. Three thousand a hire. And plus ten from the candidates — what happened there?

James Whitfield: The detractors are all from October: rejected without a reason. We changed the letters in February.

Lina: He can say that because the survey comments are on the record — and because the next pack will show whether it worked.

Three things to keep

Lina: Three things to keep.

Lina: Define, then count: every indicator carries how it was counted.

Lina: Only what was recorded gets counted — so record as you go.

David: And compare with yourself.

Lina: This cycle against the last, with the count beside every ratio.

Eight chapters, one process

Lina: That is the Practitioner series.

Lina: You designed the process: ladders you own, referrals and internal moves, pools and alerts.

Lina: You measured people fairly: a profile instead of a score, and interviews that ask everyone the same questions.

David: You treated the candidate as someone with rights.

Lina: Appeals, plain letters, their data in their hands.

Lina: And you can prove all of it, on one page.

Lina: Thank you for watching Recruitment Practitioner. From Lina and David — see you in the next series.