I think QoH only gives one part of the employee picture. QoH isn't likely something you can share with the employee and it is also based on a number of subjective inputs (manager surveys, tenure, etc). Additionally, it can't be purely attributed to TA because, a recruiter could find a top-notch candidate and a poor manager could run them into the ground. The best analogy I have for this is TA could be a parent buying their kid a nice car. If the kid crashes it, is that the parents fault or the childs?
I think it is important to pair QoH with objective measures like Quality of Impact (QoI). Eqtble put out an e-book on this in March that is a quick read.
In my opinion, QoH is more of a TA function than an HR one.
A successful recruitment process results in a candidate who 1) fits the job and 2) fits the company.
If there's issues with Quality of Hire, it should be the responsibility of TA to learn from it. HR can't really do much to mitigate a poor job and company fit after the hire goes through.
Plus, the process should be two-sided. I'm biased, but we (Starred) offer surveys to both the candidates *and* the Hiring Managers. If a new hire feels they're not a good fit to the company or team, then that's also indicative of poor QoH. Ideally, the new hire and HM should line up in their perceptions of fit for a solid QoH.
I think QoH only gives one part of the employee picture. QoH isn't likely something you can share with the employee and it is also based on a number of subjective inputs (manager surveys, tenure, etc). Additionally, it can't be purely attributed to TA because, a recruiter could find a top-notch candidate and a poor manager could run them into the ground. The best analogy I have for this is TA could be a parent buying their kid a nice car. If the kid crashes it, is that the parents fault or the childs?
I think it is important to pair QoH with objective measures like Quality of Impact (QoI). Eqtble put out an e-book on this in March that is a quick read.
In my opinion, QoH is more of a TA function than an HR one.
A successful recruitment process results in a candidate who 1) fits the job and 2) fits the company.
If there's issues with Quality of Hire, it should be the responsibility of TA to learn from it. HR can't really do much to mitigate a poor job and company fit after the hire goes through.
Plus, the process should be two-sided. I'm biased, but we (Starred) offer surveys to both the candidates *and* the Hiring Managers. If a new hire feels they're not a good fit to the company or team, then that's also indicative of poor QoH. Ideally, the new hire and HM should line up in their perceptions of fit for a solid QoH.
Great one, as always! Thanks!