Ahead of Sourcing Success 19 on April 9th, experts from Recruitics, SmartDreamers, SmartRecruiters, and VONQ share strategies to win over today’s candidates.

Sourcing is defined as the early stage of the recruiting process in which recruiters – or specific ‘sourcers’ on larger teams – discover and reach out to candidates. Think of it like cooking, the better your ingredients, the better the meal at the end (controlling for skill, of course). Recruiting is much the same, you can save time and money while boosting the quality of hire if your team is sourcing the right candidates from the get-go.

Yet, sourcing the right candidates is a little more complicated than a trip to Whole Foods. As harrowing as the lunch rush can be,  –sourcers must define candidate personas, create campaigns, and nurture talent pools in a marketplace where attention is scarce and innovation is a must. Maybe one day your candidates are all on SnapChat, but that won’t be the case forever; sourcers are always on the lookout for the next channel or medium to capture their audience.

That’s where the experts come in! We talk to four Talent Acquisition leaders about their top hacks – all of which can be implemented today!

For more inside sourcing tips, be sure to register for our free online conference Sourcing Success 19, happening Tuesday, April 9, 2019 – 8 am PT | 5 pm CET

1. Make Sure Your Sourcing Fits Into the Overall Recruiting Strategy

Recruitics – Emily Tanner, VP Marketing

“One thing that will improve your overall sourcing initiatives is to ensure that sourcing is aligned with a larger recruitment marketing strategy and not just a standalone effort. Sourcing is just one piece (a critical piece) of a much larger picture that includes employers branding and candidate experience among other things. This is the best way to reach all types of talent (active, passive, and open job seekers) in order to attract and hire the best candidates.”

2. Run Remarketing Campaigns on Facebook and Instagram

SmartDreamers – Adrian Cernat, CEO & Founder

“Both Facebook and Instagram have an impressive set of options for advertisers, and savvy recruitment marketers are already integrating this functionality into their overall strategies. In particular, we recommend using “remarketing” campaigns, which let you show your ads only to users who have already interacted with your brand online. By doing so, you can make sure that you’re reaching the right audience with content targeted specifically to those users who already have some awareness of your employer brand. Since you know that these candidates have already reached the awareness stage in the candidate’s journey, you can confidently show them conversion-stage content and be certain that you’re not wasting your impressions. These users might be more overt in their interest in your business, and could be more receptive to a call-to-action encouraging them to apply to a specific job.”

3. Embed UTM Parameters in Your Landing Pages

SmartDreamers continued…

“Step one: pick the pages on your site that signify a conversion, typically the “thank you” page that follows a successfully submitted job application or otherwise entered your applicant funnel. Next, insert UTM [Urchin tracking module] parameters into the source code for those pages to enable tracking. With these codes in place, you can begin visualizing the journey that each candidate takes through your application process. This means that you can pinpoint each application to a specific campaign or CTA [call to action], while learning whether the applicant reached your site through email, social media, organic search, etc.

“Then, you can use this data to establish a baseline average for how well a typical piece of content should convert leads, and track the variations across different platforms. In doing so, you might, for example, find that your email subscribers are more likely than average to click on CTAs, but less likely to follow through to the actual application. Thus, you can take steps to optimize your email content to better direct users towards applying. “

4. Define What an Active Talent Community is for You

SmartRecruiters – Sarah Wilson, Head of People

“Without strategic campaigns, a talent community is just a dusty email list. Make sure you are nurturing candidates consistently with relevant information (a CRM really helps with this). Have your team define what an active talent pool would look like to them with deliverable KPIs attached, like decreased time to hire or increased number of qualified candidates.”

5. Create an Analytics Dashboard

VONQ – Marlies Smeenk, Head of Marketing

“Want to know how many people visit your career page, click on specific vacancies, or leave your page before filling out the application form? Do you also want to see where your candidates come from? The answer should be yes!

“Then make sure you track their complete candidate journey (from career page to vacancy text, from application form to the thank you page) you need to track the whole recruitment process – all the different steps. To see all these insights on your recruitment analytics dashboard, add tracking codes to your links. This way, you take the guesswork out of your recruitment marketing process and steer your own success. “

Even if you live under a rock, in the middle of a dense forest, surrounded by a desert wasteland, you still know that recruiting is now a mobile game.

The average person will spend over four hours on their devices each day. If you assume the recommended eight hours of sleep, this means that 25 percent of a peron’s waking day is spent on a mobile device. The majority of this time is eaten up by browsing social media (over two hours, according to Statista) and firing off an endless stream of texts (almost a half hour each day).

That said, people do use their mobile devices for more practical tasks as well, including searching for jobs. A 2014 study performed by Censuswide, and funded by Indeed.com, found that 65 percent of people were using mobile devices while looking for new jobs. This number grew as high as 77 percent in younger age brackets.

This is a staggering majority that cannot be overlooked by recruiters. Mobile recruiting, while still a relatively new trend, is a vital branch that needs to be incorporated into any company’s hiring strategy.

Unfortunately, the infancy of this trend means that recruiters are still forming their understanding of the best practices when approaching mobile users with career opportunities. To help facilitate that learning, here are three mistakes that organizations need to avoid when approaching mobile recruitment.

Check out SmartRecruiters mobile recruiting here!

1. Failing To Adapt Job Posts To The Mobile Environment

Convenience is one of the most common reasons cited for job seekers turning to mobile. The same Censuswide, Indeed.com survey found that convenience was the number one motivator for mobile job searchers. That convenience is severely damaged when recruiters fail to adapt their job posts to the mobile environment. With smaller screens and touch navigation, mobile users have vastly different browsing behaviors from desktop applicants.

Your mobile recruitment posts need to provide the necessary information to entice applicants and ensure that they understand the position, its duties, and the requirements. But, too much information is overwhelming for mobile users that are staring at a much smaller screen. Not to mention, these individuals have notoriously short attention spans.

UPS has been a leader in online recruiting for nearly two decades. Realizing that browsing social media and watching videos are two of the most common mobile activities, they made sure to target Facebook and Twitter users with job posts and incorporate videos, instead of large blocks of text, in their job descriptions. This allowed them to reduce hiring costs from $600-700 to just $60-70.

2. Lacking A Mobile Career Portal

Alongside their social media and video-enabled mobile recruitment, UPS also leverages a mobile app designed to be a communication channel between the company and applicants. Both sides find value from this addition to mobile recruiting. Applicants can ask questions and receive additional information vital to their hiring.

UPS, on the other hand, can use these initial conversations to more accurately target the right employees for interviews. This has had a dramatic impact on improving their interview-hire ratio to 2:1.

In short, offering some mobile career portal, or app, that enhances your mobile recruitment is a huge advantage. This is especially true with younger applicants in the millennial generation because these job seekers are so mobile-centric.

3. Forgetting to Track Results

Data has become an invaluable and unavoidable tool in today’s always-connected world. We’re producing data at absolutely wonky rates. In one report from 2017, there was a total of 2.7 Zettabytes of data in the “digital universe.” Translated into gigabytes, let’s say it is a lot of zeroes, with more being added every second.

If you ask your marketing department how much they use data to inform decisions, they’ll likely talk your ear off. So, why not incorporate data into your mobile recruitment strategies? If you aren’t continually testing your job postings, in terms of message and channel, then how will you determine what’s working? Mobile users search differently, which means they may be using different keywords than expected to find job posts.

Google’s People Analytics team (a Google-ized name for their HR department) used data from their past interviews to determine what questions and practices in their hiring process yielded high-performing employees. They found that specific tactics, which they long presumed were effective, actually added no value to the equation. Thus, they removed them from their hiring tactics.

So…

These mistakes can be crippling to mobile recruiting, but they are very avoidable. By spending more time analyzing your mobile recruitment efforts and creating hiring experiences that are designed for the mobile user, you’ll see more, qualified applicants entering your onboarding process.

We talk people analytics with the TA leader breaking down big data at Hiring Success 19, February 26-27 in San Francisco.

Chris Louie, Senior Director of Talent Acquisition for LinkedIn, didn’t start out in TA. Four years ago this recruiting leader was a product marketer rising through the ranks of Nielsen, the NY-based global performance management company. So, when Chris announced his move to the company’s people function, everyone had the same reaction.. ‘But, why!?’

Where Chris saw an opportunity for innovation and an unscripted future, the rest of the world saw a department with a reputation for being the most corporate of all the corporate functions, ie a dusty snoozefest. As one recruiter so delicately put it “The pros are that you would be part of a new generation of HR leaders; the cons are that HR is still dramatically underpaid and disrespected as a function!”

Yet, none of this well-meaning guff deterred Chris. He saw how critical talent was to business success, and he thought, “If I can effect change in TA, it will really make a huge difference to the organization as a whole.”

Chris didn’t know it at the time, but he was actually part of a larger trend of outsiders entering this once insulated field. And, as it often does, his outside experience informed his new work in positive and unexpected ways. Chris began approaching the challenges of HR with the mind of a product marketer, leveraging his penchant for analytics, and working backwards from the desired end point to find solutions.

After three years as Nielsen’s Talent Acquisition and People Analytics, Chris began a new chapter at LinkedIn, taking with him his love of experimentation. Ahead of his session ‘Impact of Analytics in Recruiting’ at Hiring Success 19 – Americas, February 26-27 in San Francisco, we catch up with this industry changemaker to hear what it’s like to be at recruiting’s premier brand, and why HR needs its own Hippocratic Oath.

What have your first couple months at LinkedIn been like?

I’m part of the talent acquisition team here at LinkedIn. I’m not going to lie, it’s a pretty awesome team…and you would hope so given the brand reputation, right?

At LinkedIn, I am leading the teams that support all of our recruiters, helping them be their best for our hiring managers and candidates. This includes inclusion recruiting, talent attraction, candidate programs, platforms and assessments, project management, and feedback to the LinkedIn product team – so they can make our solutions better both for LinkedIn TA and the broader industry.

You once wrote that TA systems need product managers, not administrators – could you explain this idea?

Software companies don’t just develop a product for clients and walk away. They market the system, support their customers, and think about user experience – honing and evolving solutions over time. However, there’s a tendency to not view internal systems as ‘real products’ and instead just roll them out to employees with no marketing or customer success. That’s why when you look at the NPS of internal systems it’s typically quite low.

My thought is, that we need to bring the same marketing, support, and tracking efforts to these internal systems as we would to the products we deliver to our customers. Internal systems are ‘real products’, and they are critical to business success.

Tell us more about your session at Hiring Success 19 – Americas, what will practitioners walk away with?

The approach I take to people analytics is basically the scientific method. What is the problem statement or challenge that we’re trying to solve? The answer to that question dictates what you should do from an analytic perspective. Start with what you’re trying to accomplish instead of ‘what analysis can I run?’

I really love marrying analytics and talent acquisition, because you can use insights to make decisions and improve processes that payoff immediately. At the end of the day we’re not running analytics to write papers or sit on panels. This is about boosting the experience for everyone – candidates, hiring managers, and recruiters.

All that said, people analytics is still fairly underdeveloped, and only recently have we attained ready access to the data we need. The catalyst has been the digitization of our workflows and the adoption of HR tech that puts capturing data and enabling analytics at their core. But there’s still a ton more we can do.

People tend to be intimidated by the idea of creating an analytics program, do you have to be a math whiz to make sense of your data?

Anybody who’s intimidated by the math of it at all should know it’s really not about the math. We can hire statisticians or programmers to do that. What’s hard is finding people who understand the way HR and TA work today and can identify the real problems and challenges, as well as the root causes.

Could you describe your personal brand in three words?

I guess I would go with connect, care, and create.

Connect: Competing initiatives often pop up in complex organizations and ideas get lost in the shuffle. I strive to be close enough to what’s happening on the ground but also understand enough of the broader narrative to help bring things together – projects, people – so we can accomplish things instead of working at cross-purposes inadvertently. I really enjoy making connections, so that everyone gets to contribute instead of feeling their time has been wasted.

Care: At a really fundamental level, I think the ultimate job of a leader is to help his or her team succeed. And so, when you spend time with anyone on your team, you should spend more time trying to be interested than interesting. I love problem-solving, and anytime I meet with someone on my team, I try to understand what challenges they’re facing and ask how I can help. I’ve been able to progress in my career because people have shown they’ve cared about me. I hope I’m able to pay that back by doing the same for others.

Create: I’m always at my best when I’m trying to create something new or take on a challenge that’s stymied others. If you have the perfect system in place and just need someone to maintain it, then I’m probably the wrong person for the job. I’m continually looking for a fundamentally better way to do things instead of just going through the motions, which is probably one reason why I’ve made relatively dramatic career moves across multiple functions, instead of just progressing linearly in one.

In the wake of the #metoo movement, you suggest HR leaders create their own Hippocratic Oath. Tell us what yours would be.

I believe HR should adopt the ‘do no harm’ credo when it comes to the employees they support. While the impression some have is that HR is naturally “the people’s function,” the reality is that practically (given relatively large ratios of employees to HR people) it’s much more aligned with leaders. I think as an industry, we should consider whether HR should have an official responsibility of employee advocacy, which could call for creating a structure where it can have some independence from the leadership – like reporting to the Board. It might be a radical idea, but I think it still merits a discussion.

On a personal level, I guess, my Hippocratic Oath be as an advocate for my team and the candidates.

It’s important to not fall into the trap, as a manager, of viewing your team member’s work in an overly transactional way. That means continually seeing how the people working for you are growing, knowing what their professional goals are, and helping set them up for a positive trajectory. That “care” thing again.

I name candidates as well because they are often the voiceless in the recruiting process. If someone is having a negative candidate experience, they can feel alone and really have no recourse. There’s the one-in-a-hundred candidate who will get an email through to the CEO or CHRO and elicit some action, but that’s pretty rare. Given the numbers, candidates can sometimes get lost in the shuffle unfortunately. You really need to pay attention to this and safeguard the candidate experience and our sense of responsibility to them. At LinkedIn, candidate engagement and experience is extremely important to us, and it’s one of the KPIs we measure to gauge our success.

Meet Peter Hetherington, the Recruitment Director at Link Asset Services and a self-proclaimed ‘dataholic’. Peter is known to say he’d choose good data over employer brand any day. Though he acknowledges both are ultimately necessary. “Data is foundational to success,” he remarks, “and no amount of tinkering with interesting things like employer brand will make up for missing or inaccurate management information.”

Link Asset service left Capita almost two years ago. This acquisition meant separating from a company of 70 thousand to operate as a three-thousand person entity within the new organization. Peter started from square one at his new employer. He was a team of one, with no tools but his email. His sole focus in those first weeks was to build out his team – people needed to be hired and fast.

Peter set to work hiring a stellar team, most of whom are with him to this day. His second order of business was to implement an applicant tracking system (ATS). He chose SmartRecruiters Talent Acquisition Suite (TAS), and – in just four weeks – the system was running and Peter was collecting data.

Data is, was, and will always be a must for Peter, and here’s why: Data transforms managers into leaders, improves the quality of conversations, enables him to question conventional wisdom, and allows his team to learn from the past to predict the future.

Overall, it helps him see what’s happening, form a plan, and sell that plan to internal stakeholders. Yet, even when the data is there, it can be a challenge to organize it in a way that speaks to your leadership. The term ‘the board’ makes this committee seem like a homogenous mass, when really it’s comprised of many parts, each with unique objectives, concerns, and insights.

The CEO has an eye for expansion and growth, the CFO is concerned with wise spend, and bottom-line targets… the list goes on. Peter takes us through the top five points your data should address, in order to align executives with hiring success.

Watch Peter’s presentation from Hiring Success 18 – Berlin below, and be sure to register for Hiring Success 19 – San Francisco for more great content like this live!

1)

Governance

Recruiting is critical to the development of an organization. So, the way your team manages the “floodgates” is all-important. Leadership needs to know your TA strategy promotes the desired organizational structure.

2)

Management Information

Who doesn’t love a good dashboard? Use your data to build dashboards so your leadership can easily view your department performance in real time.

3)

ROI

Return on investment is an obvious metric to include when presenting the board, though it can be hard to demonstrate in a palpable way. Remember to frame everything as an investment (because it is), not a cost. Use your past data to justify future investment. How many more hires were you able to make after expanding your team? Use that info to demonstrate why you want another recruiter on board.

4)

Process Excellence

Showcase the excellence of your team, including their ability to hit targets and communicate with other departments.

5)

Forecasting

Share your projections of who you need to hire and how you arrived at that conclusion – again, using your data. Then give some context as to whether the market can supply that need and the amount of resources your team will require to reach that goal.

Case Studies

Organizational  Structure

Link went from a large company to a much smaller and more agile organization. The leadership of this new Link iteration wanted to make sure that each new hire was strategic, thoughtful, and fed into the new management structure they had laid out for their company. One of their main targets was to ensure managers only oversaw 3-10 people directly – any less or more found to be ineffective for the business needs.

To support this management initiative, Peter and his team implemented conditional fields to alert when a hiring manager opened a new role in the SmartRecruiters system. The system would ask how many people the new role managed, and if the number was outside the ideal window the hiring manager would be asked to provide a business case to justify their decision.

Before these conditional fields, hiring teams would reach offer stage only to have the scope of the role called into question and, at times, would have to start from scratch with a modified version of the role. This small tweak of adding conditional fields ensured the board that proper governance was in place to make smart hires in line with business objectives.

Resource Allocation

Another aspect of their organizational restructuring was reallocating office resources. Leadership wanted to encourage collaboration through open offices, and move more workers to their suburban campus as opposed to their city campus, in response to Dublin’s skyrocketing rents.

Employing the same tactic of conditional fields, hiring managers were asked where new roles would be located. If the job was located in Dublin, hiring managers were then asked to present a business case for hiring an employee there. The hiring team could then immediately forward these requests to the right people to approve.

Now, candidates aren’t surprised by a sudden change in job location, and the leadership knows that the hiring team is helping the meet the company ’s fiscal goals.

Contractors

Contract workers are often the highest uncontrolled spend for businesses. Hiring managers often prefer using a contractor over hiring a full-time employee, as the latter takes much more time and effort to source and onboard.

To ensure that hiring managers aren’t leaning on freelancers too much, Peter and his team use conditional fields once again to compare the merit of contractor versus full-time employee. Questions like, Where does this budget for this role come from? Does this position need to be interviewed? Is this a new role or an extension? and, what is the equivalent salary of a permanent person?, helped the TA team manage the company’s contingent workforce with greater efficiency and prudence.

Facility Management

What’s worse for candidate experience than arriving for the first day of the job only have no desk, no chair, and no laptop. Most people have seen this situation at least once in their company and aren’t keen to repeat it.

With larger organizations, these small details can fall through the cracks. That’s why the TA team at Link makes hiring managers think about supplies beforehand. As part of a new req the hiring manager must submit supply requests. The hiring team then sends facilities a weekly report with the needs of the new hires, instead of frantic managers calling daily.

Monster’s “state of recruiting” survey finds competition for candidates is taking its toll on practitioners. Here’s what managers can do about it.

The rate of Americans leaving their jobs voluntarily reached a 17 year high this spring, just as unemployment hit an 18 year low. Economists and policymakers see these numbers as a measure of job-market confidence, and expect accelerated wage growth through the rest of 2018. All great news, but, for recruiters, a tight labor market makes for steep competition, especially for tech talent: the number of unfilled job openings is the highest it’s been in 17 years. Computer programmers can expect a million unfilled positions by 2020.

“Today’s strong economy is increasing the overall demand for talent, so recruiters are under tremendous pressure,” said Bob Melk, Chief Commercial Officer, Monster. In the company’s latest recruiting survey of more than 400 practitioners this August, 62 percent report their jobs being more difficult than the previous year, and 67 percent say the difficulty exceeds that of five years ago.

“[All this] underscores the need for an integrated recruitment strategy spanning the entire candidate lifecycle,” Melk says. “For recruiting to be effective in 2018 and beyond, it must go beyond traditional methods. A multi-solution approach – combining marketing, digital, and analytics – is critical in moving recruitment stress to recruitment success.”

Yet despite these concentrated efforts, the results aren’t what they used to be, with an average 44 percent of candidates being passed off to hiring managers, a 10 full percentage points short of the desired 54.

If you think about it, the above solutions are just different ways to advertise; important, but not a complete strategy in itself. It’s time to lay the foundation for longterm TA success, and the general consensus is that it will take new skills, and, for many, new tools to better recruit in a tight talent pool.

So what are the three action items to begin achieving these hiring goals?

1. Start marketing: Only 36 percent of recruiters surveyed reported using employer branding strategies, this despite the fact that 67 percent said they needed to understand Marketing to be successful.
2. Balance the scales between digital and human: Sixty-four percent of recruiters say they lack the tools to make their job smoother and another 51 percent say that a lot of the tech they do have actually makes it harder to connect with humans.
3. Learn to analyze your data: Fifty percent of recruiters report feeling anxious about time management and 67 feel they need to be analytics experts to begin tracking important metrics.

The proliferation of human capital management solutions in the last five years has given HR high hopes of becoming a strategic business-function, like marketing did the early 2000s. The tools to attract, select, and hire the right candidates are out there. Recruiters just need to convince the boardroom to invest in them.

Tech advancement is not slowing down, and as recruiters to struggle to find the best permutations for their HR needs, a bit of guidance of the latest trend is in order.

Speaking in jargonese, workforce analytics blend software and methodology that apply statistical models to worker-related data, allowing organizations to optimize their Human Resource Management. Sometimes referred to as descriptive analytics, this is helpful to understand, at an aggregate level, what is going on in your organization.

Tracking employee and candidate data to analyze in order to make better recruiting decisions, is a tried and tested strategy. What’s interesting now is the trend toward predictive and prescriptive analytics.

Recruiters are embracing rapid technological growth, not just because ATS systems continue to improve, but because the data they provide is changing their jobs for the better. Most notably, with a proper ATS in place, there’s a lot more recruiting and a lot less administration.

Workforce analytics gather data from enterprise resource planning (ERP), customer relationship management (CRM), and point of sale (POS) systems. The blending of data from these seemingly disparate sources makes for a more robust way to predict outcomes, and there are several software options to integrate with your current HR programs. Review and recommendation sites can help you narrow down your CRM, POS, or ERP software choices to those that connect the best.

Predictive and Prescriptive Analytics:

As we uncover predictive and prescriptive analytics, let’s take a look at how they’re different. When using predictive analytics, we’re beginning to move away from the traditional descriptive methodology, and beginning to ask, “what could happen”? It’s a use of statistical models and techniques that combine historical data pulled from a company’s tech stacks to forecast the future.

For example, when asking questions like “Which workers are most likely to leave”, or “which internal associates or external candidates are the best job fit”, you can use the data at hand to assist in knowing where your resources are best used.

Now, as we talk about prescriptive analytics, we’re taking things a step forward. Prescriptive analytics uses optimization and simulation algorithms to advise on possible outcomes, and answers the question of “What should we do”? Attempting to quantify the effect of a decision before it’s made, it’s not only an attempt to predict what will happen, but why it’ll happen.

So how does this new trend in workforce analytics affect recruiters?

One of the most notable ways recruiters use data is in succession planning, as well as internal recruiting. In the past, recruiters were limited to the short list of usual suspects based on gut feeling, two annual reviews, and senior management recommendations. Now, succession planning can be done using real-time data. What’s more is that the candidate pool is deeper, going beyond the top five people being nominated in secret to looking at another level of the organization based upon transparent, employee-driven career goals and performance metrics.

Another area where recruiters are using workforce analytics is in trying to understand what an ideal candidate profile should look like. Based on data gathered from the top performers in each role, it’s become simpler to identify the types of candidates who will also thrive in those positions. From there, recruiters will know from which pools to source, such as within specific geographic regions, professional organizations, or schools.

As the use of big data is disrupting just about every industry, consider how workforce analytics can change your recruiting strategy, as you consider how the face of recruiting is moving from what’s worked in the past to a predictive and prescriptive analysis and decision-making process giving you the best picture of where you’re going.

Data is being used to ever better understand company culture and employee profiles to find best-fit candidates for the enterprise overall. When it comes to assessing and analyzing culture fit, it’s essential we realize that regardless of which boxes you’ve checked – diversity, ability to work specific hours – at the end of the day, if people don’t feel included and accepted, you’ll never keep them.

Today, SmartRecruiters launched the new Sourcing Page, marking our first giant step towards allowing our customers to use data and analytics to measure their hiring performance. For each job you create and manage through our software, you can see a real-time report of where your candidates are being sourced from (e.g. job boards, recruiters, etc.). You’ll also see other key metrics about the job including how many days it’s been open and how much of your recruiting budget you’ve spent so far.

Fast forward to when you’ve filled a round of jobs, you can come back to this page to review your company’s hiring performance. This is where things get really interesting AND informative – you can see where you’ve historically had the most success finding quality candidates so you can make better ROI-based decisions in the future.

Walkthrough of the Sourcing Page

You can access the new feature by going to the Jobs page, clicking on a particular job, and then clicking on the Analytics tab. At the top of this page, you’ll find a dashboard view for the job, showing how many candidates were sourced, interviewed and hired, how long the job was open for, and how much you spent towards the job.

Below the dashboard, you’ll see a chart representing a timeline of your sourcing activity for that job. There are markers that indicate when you posted to a job board, as well as a graph showing how many candidates you sourced and how many views your job ad received on any given day.

Finally, towards the bottom of the page, you’ll find a detailed breakdown of where your candidates were sourced from and a rating scale to represent the quality of candidates from those sources. We’ve organized this section into the following four major categories – Organic, Paid, Recruiters and Databases – with further granularity shown within each of these sections.

Using Analytics in Recruiting

At SmartRecruiters, we’re firm believers that smarter hiring comes from analyzing and learning from what worked (and didn’t work) in the process. Given how important hiring is for any company, isn’t this an area you would want to see more transparency and improvement over time? Our mission is to provide the tools and insights to do just that, and Sourcing Analytics is just the beginning for us.