Less than a year ago, Klout was spending north of $64,000 per new hire. Our processes were disorganized and inefficient. We were outsourcing most of our recruiting and making hiring decisions based on unstructured conversations. We had no unified applicant tracking system. Since then, however, we’ve increased candidate flow by 200%, while decreasing interview turnaround time and cost per hire by 85%. Here’s how we did it:
1. Planning. Before we redesigned our recruiting process, we needed to decide on expectations and objectives. It was clear to us that a heavy reliance on third party recruiters wasn’t working for our business. We recognized, however, that a transition would take time as we set about building a sourcing strategy and a social marketing strategy. Moreover, we didn’t want to make any sacrifices in terms of quality and we wanted to keep meticulous records of all the important recruiting metrics. Finally, we never intended to cut off third party recruiters entirely; our goal was to build an in-house recruiting solution and restrict third party submissions. The new recruiting process needed to be scalable, lightweight, and flexible. To this end, we wanted an ATS that is easy to use for both the recruiting team and hiring managers.
2. Implementation. Our new approach rests on three main pillars: candidate discovery and tracking, applicant tracking, and social marketing. We employ a variety of tools for candidate discovery and tracking, including LinkedIn, Entelo, TalentBin, Ongig, Google search, and the Resumator. Judicious use of these tools allows us to quickly find talent and organize the information. We use the Resumator as our applicant tracking system. It is highly customizable and makes the recruitment and feedback process easy and seamless. It allows us to do most everything in-house. We can organize candidate correspondence, evaluate interviewees, track applicants, and target candidates—all the while keeping tabs on the source and cost metrics. Collecting the correct KPIs for our organization is critical, and the Resumator helps us do that too. Finally, we invest a great deal of time and effort in social marketing and branding.
In San Francisco, we’re competing with both established technology companies and hot new startups. We needed to advertise what makes Klout the company it is. We have a risk-taking, trail-blazing culture. University programs are a great way to brand the company and recruit interns. We had 15 interns over the summer, and have offered three of them full-time positions upon graduation. We also publish successes, company news, tech achievements, and open positions through social media. As much as possible, we empower our employees to take ownership of the recruiting process. We strongly encourage all of our employees, including interns, to be active in social media. Last quarter, 75% of the candidates we hired came to us through referrals.
3. Assessment. As a data-oriented company, we want to collect as much information about recruiting as possible. We measure source, recruiter/sourcer screens, tech screens, on-site interviews, offers, offer acceptance, cost per hire, onboarding data, and interview performance. Once we’ve hired a candidate, we evaluate their 6-month post-hire performance and correlate it against interview performance to see what information was predictive and what wasn’t.
Contributed by Ashley Killick, Head of Talent Acquisition at Klout.