How to evaluate the effect of recruitment?

The recruitment of human resources is an economic behavior of an organization, which must be brought into the economic accounting of the organization, which requires the organization to apply the principle of value engineering, that is, to meet the needs of the organization at the lowest cost. As an economic behavior, recruitment cost should be listed as the main content of evaluating the effectiveness of behavior. We should consider the costs of four major sectors: first, the direct cost of recruitment, which mainly refers to a series of explicit expenses in the recruitment process; The second is the replacement cost of recruitment, which mainly refers to the cost of re-recruitment due to improper recruitment; The third is the opportunity cost, which is the hidden cost caused by the ability of leaving and newly hired personnel not to be fully competent for the job; The fourth is risk cost, which mainly refers to the loss of scarce talents or careless recruitment, which leads to the unfinished job recruitment goal and brings unnecessary expenses and losses to enterprise management. The benefits of recruitment are often not directly reflected, but reflected in the contributions made by the recruited employees to the enterprise. Generally speaking, the commonly used indicators are: total cost utility = number of employees/total recruitment cost; Recruitment cost utility = number of applicants/expenses during recruitment; Selection cost utility = number of people selected/expenses during the selection period; Personnel employment utility = number of formal employees/expenses during employment; Recruitment revenue-cost ratio = total value created by all new employees for the organization/total recruitment cost.