How to calculate the recruitment efficiency formula

(A) from the perspective of recruitment efficiency. The recruitment efficiency is mainly examined by the recruitment completion rate index, and the formula is as follows:

m=q/Q× 100%

M: recruitment completion rate; Q: The number of positions that have been recruited within the specified recruitment cycle; Q: The number of positions planned to be recruited in the specified recruitment cycle.

Through this formula, we can know that the efficiency of recruitment depends on the completion rate of recruitment, that is, the comparison between the actual number of recruits and the planned number of recruits. The closer the actual number of recruits is to the planned number of recruits, the higher the recruitment efficiency will be.

By promoting and cultivating talents from within, enterprises can formulate a complete talent training system and selection system to ensure recruitment efficiency. Because the information of enterprises and employees is equivalent, employees will not exaggerate their own advantages and weaken their own shortcomings. The information of internal employees can also be queried through the talent pool. Managers have a certain understanding of employees' work attitude, quality and ability, ideology and morality, so the risk of employing people is small and the success rate is relatively high. For external recruitment, there are many excellent external talents, and enterprises can also find satisfactory talents. However, due to the unequal information, it is very difficult to recruit truly outstanding personnel, and sometimes the high treatment demanded by outsiders forces enterprises to flinch.

(B) From the perspective of recruitment costs. Recruitment cost is the direct or indirect expenses spent in the recruitment process. The recruitment cost is mainly investigated by the recruitment cost coefficient, which can be expressed by the formula:

k=Z/S× 100%

K: recruitment cost coefficient; Z: the total investment in recruitment during the recruitment cycle; S: The sum of the monthly basic salary of the recruiter during this period.

Internal recruitment can save a lot of expenses, such as advertising fees, travel expenses of recruiters and applicants and unnecessary training fees, and reduce the indirect losses caused by job vacancies to enterprises. In addition, employees who have worked in the enterprise for a period of time have long recognized and integrated with the corporate culture, have high loyalty to the enterprise and low turnover rate, thus avoiding the losses caused by improper recruitment. However, external recruitment is different. Enterprises need to pay advertising fees to publish advertisements on the Internet or other media, and agency fees are required to recruit through intermediaries and headhunting companies. At the same time, the externally recruited personnel need training because they are not familiar with the corporate culture and business operation process, which increases the training expenditure. If the recruited employees don't agree with the corporate culture and can't work in the enterprise, in the end, the enterprise can only become a transit point for external recruitment, which increases the turnover rate and the enterprise has to recruit again, which indirectly increases the recruitment cost of the enterprise.

It can be seen that the advantage of internal recruitment is low recruitment cost, and the disadvantage of external recruitment is high recruitment cost. In fact, the cost of recruitment varies from job to job.

(3) Comparison from the perspective of recruitment quality. Recruitment quality, that is, recruitment effect, can be investigated by two indicators: probation pass rate and employee performance. The pass rate of probation period can be expressed by the formula:

p=m/M× 100%

P: pass rate of probation period; M: the number of employees who have passed the probation period in a certain period; M: The number of all employees during this period.