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Talent Acquisition Metrics and Analytics!! Talent acquisition metrics and analytics are essential tools for optimizing and improving the recruitment process. By analyzing data, talent acquisition teams can make more informed decisions, enhance recruitment strategies, and ultimately attract and hire the best talent. Here are some Key Metrics in Talent Acquisition to consider when discussing talent acquisition analytics: ▶️ Time to Fill: Measures the time from posting a job to making an offer. Shortening this time improves efficiency and reduces hiring costs. ▶️ Time to Hire: The time taken from the initial interview to the candidate’s acceptance. A shorter time indicates a smooth hiring process. ▶️ Cost Per Hire (CPH): The total cost involved in hiring, including advertising, recruiter fees, and onboarding expenses. Tracking CPH helps manage recruitment budgets. ▶️ Offer Acceptance Rate: The percentage of candidates who accept job offers. A low rate could indicate issues with compensation or cultural fit. ▶️ Quality of Hire: Measures the performance and retention of new hires, typically assessed through performance reviews and turnover rates. ▶️ Candidate Experience: Involves metrics like satisfaction scores and response time, which impact employer branding and can affect future candidate engagement. ▶️ Diversity Metrics: Tracks the diversity of applicants and hires, including gender, ethnicity, and other factors, to ensure fair and inclusive hiring practices. ▶️ Recruitment Funnel Analytics: Analyzes conversion rates between stages of recruitment, like from application to interview or interview to offer. Identifies where candidates drop off and allows for process optimization. ▶️ Predictive Analytics: Uses historical data to forecast hiring needs, job performance, and candidate success, helping to make more proactive recruitment decisions. ▶️ ROI of Talent Acquisition: Measures the return on investment of recruitment activities by comparing recruitment costs to the value brought by new hires (e.g., performance, retention). Benefits of Analytics in Talent Acquisition: ▶️ Improved Decision-Making: Data-driven insights help recruiters make more informed choices about candidates, processes, and strategies. ▶️ Process Optimization: Analytics help identify bottlenecks, inefficiencies, and areas for improvement in the recruitment workflow. ▶️ Better Candidate Fit: By tracking metrics like quality of hire and predictive analytics, recruiters can identify candidates who are likely to succeed and stay with the company long-term. ▶️ Enhanced Employer Branding: A positive candidate experience, measured through feedback and response times, enhances the organization’s reputation as an employer of choice. By tracking these metrics and leveraging analytics, talent acquisition teams can refine their recruitment processes, improve candidate experiences, and ultimately make better hires.

We stopped squeezing every last patient slot out of our clinicians. Here’s what happened… About ten years ago, a cherished nurse practitioner came to me in tears. She told me: “I am working ALL the time. I run from patient to patient, barely get to eat or pee, then still take home a ton of work. It isn’t worth it.” That conversation changed everything. I introduced protected admin time. For every 8 hours of clinical work, my clinicians now get 2 hours of dedicated time for documentation, patient calls, portal messages, and care coordination. Yes. That means a salaried 40-hour clinician sees patients for 30 hours. The results have been powerful: Morale is higher. Clinicians feel trusted and supported instead of squeezed. Revenue hasn’t dropped; in fact, it’s improved. With space to think, they code correctly, capture care gaps, and are willing to add patients when needed. Patients are happier. They hear directly from their clinician, and messages get answered promptly. And Melissa Bradley, who was ready to walk away? She’s now one of the most important leaders on our team: our clinical liaison; a position we created as a result of that conversation. She has her finger on everyone’s pulse, knows who’s drowning, and when we need to shift. She knows this because she lived it. Too often, practices try to maximize “revenue-generating” time at the expense of everything else. My experience? Giving your team the breathing room to do their jobs well pays off for everyone—patients, payers, and providers.

Using Gem's dataset (140M+ applicants, 14.4M candidates, 1.3M hires), we looked at what actually moves candidates through the funnel. The single biggest finding: sourced applicants are 5x more likely to be hired than inbound (2.0% vs 0.4%). BACKGROUND: For years, recruiting advice has been pure superstition. Most teams guess at what works. We analyzed Gem's full dataset to see what actually moves candidates. Here's what we found: A 3-stage sequence should aim for 82%+ opens, 26%+ replies, and 14%+ interested. Sourced candidates are 5x more likely to be hired than inbound. THE 4-TOUCH SEQUENCE: Touch 1: Reason-first personalization Subject examples: - "Reaching out because of your Kubernetes migration post" - "Your talk on scaling Postgres caught my attention" - "Saw you just shipped v2 of the mobile app" Body: One line on why them, two sentences on value, soft ask. Why this works: Highly personalized messages see 73% engagement. Generic outreach gets ignored. Specific reasons signal you did the work. Touch 2: Concrete outcome Subject examples: - "Cut deployment time 40% - Staff SRE" - "Own data platform serving 50M users" - "Lead mobile eng for Series B fintech" Body: One outcome they'd own plus a 1-click scheduling link. Touch 3: Value with no ask Share a relevant resource like an open-source PR, launch note, or talk. Stay top of mind without pitching. Touch 4: Breakup email Subject examples: - "Should I close your file?" - "Last note - timing off?" - "Wrong time?" Body: Acknowledge silence, offer to close their file or reconnect later. Give them an easy out or a path back in. WHAT REASON-FIRST ACTUALLY MEANS: Bad: "We're hiring for a great role" Good: "Saw you scaled [system] to [metric] at [company] - that's exactly the challenge on our [project]" That's what Gem's #{{reason}} token operationalizes at scale. THE DIAGNOSTIC: If your opens are too low, your subject lines are generic. If your replies are too low, your value prop isn't clear or your ask is too big. If your interested rate is too low, you're targeting the wrong audience or timing. TAKEAWAY: Run this 4-touch sequence Monday. Measure your first 3 touches against 82/26/14. Want the full 2025 Recruiting Benchmarks report? Link in the comments. 👇

Many FP&A teams forecast compensation using top-down assumptions like "salaries grow 3% year-over-year and benefits are 25% of pay." But this usually fails. Bottoms-up cost builds allow FP&A professionals to build accurate compensation models like this one. Instead of starting with high-level assumptions and averages, it begins with inputs that can then drive the averages used in the financial model. This is an example I sometimes use to illustrate how FP&A teams can build more accurate payroll forecasts: • Separate senior professionals from junior professionals • Build salary growth rates at the category level • Add fringe and statutory costs line by line • Calculate each cost as a % or salaries or per person • Include benefits % of salary to capture non-cash comp The result of this technique is you get a transparent, auditable model with inputs that can be easily flexed. You get immediate sensitivities that you can run on headcount, pay mix, or changes to benefits. And you can easily integrate these assumptions with workforce planning. You can also break down leadership, management, and staff by job category and assign salary bands. If the CFO asks why personnel costs went up 8%, you can show exactly where that increase is coming from. A bottoms-up cost build like this doesn't just make your forecast more detailed. It makes it more defensible for FP&A business partners serving human resources.

We all want to hire the best people - but a mistake so many founders make is ignoring step 1: Build a talent magnet 🧲 Psychometric testing, blind referencing, task-based assignments and culture-fit interviews - all great tools for selecting talent... But if your top of funnel is only 50 candidates per role - you're better off investing time in building the top of funnel rather than selection. At my first company we built a talent magnet that attracted 2,000 candidates per role (pre AI applications). Here are the core steps to building top of funnel in hiring: 1. Define your culture - ensure it is authentic and 'controversial' 2. Craft your employer brand - the reasons people enjoy working at your company (beyond your culture) - eg at sequel those might be working with the world's best athletes on a daily basis, funding pioneering founders, a 'dope' office with a roof terrace & plenty of socialising space, an experienced team with multiple exits 3. Pick your benefits carefully - you are what you attract - at sequel we offer a learning budget, free gym membership, private healthcare, a generous parental policy and proactive wellness screenings - therefore we have healthy team members with a hunger to learn and who want to have families one day 4. Talk about the above publicly - post on LinkedIn, attend events, talk to the press, apply for awards 5. Craft job descriptions optimising for top-of-funnel - remove barriers like requirements for certain levels of education, include wide salary ranges (and pick the range carefully), offer equity if you can, link to other resources to help people learn about your brand (eg we have a team video on our website) 6. Use an ATS & post widely to job boards - we use Workable and post to 20+ job boards for every role 7. Host events - hackathons are a great way to build relationships with engineering and product talent and spend extended period of time seeing how they work 8. Outbound - do not just rely on inbound - create an ideal candidate profile with a detailed dream job history - and start pro-actively reaching out to people who fit the profile Focus on attraction before you invest time in selection. It's a bit like dating... Any other tips for building a magnet for talent?

Most hospitals think length of stay is a bed problem. It isn't. It's a decision problem. Hospitals lose an estimated 0.5–1.5 bed-days per patient to preventable decision delays. Not lack of capacity. Yet most interventions add beds, push discharge, or deploy AI. The bottleneck is upstream. The system is slow to decide. Over time, working across clinical care, population health, and health economics, I have found a simple framework: See. Align. Proceed. 1. See: Diagnose the system, not the symptom LOS is rarely driven by a single delay. It is a system-level outcome: diagnostics not prioritised for discharge, decisions made late in the day, fragmented ownership, planning that starts too late. From a public health perspective, this is a coordination failure, not an isolated inefficiency. Patients are often medically ready before the system is operationally ready. 2. Align: Fix incentives before scaling solutions This is where most initiatives fail. Clinicians optimise for safety. Operations optimise for throughput. Finance tracks cost, but does not control flow. No one owns end-to-end LOS. Until alignment is addressed: discharge will be delayed, variation will persist, and AI will underperform. Technology cannot compensate for misaligned incentives. 3. Proceed: Act where impact is highest and risk is controlled Only after alignment should we intervene. Start with high-leverage changes: discharge planning at admission, morning discharge rounds, prioritising diagnostics for discharge-ready patients. Then scale structurally: standardised pathways, real-time patient flow visibility, AI to predict discharge readiness and delays. The question is not "what works." It is what scales without introducing new risk. Do not reduce LOS by pushing patients out. Reduce LOS by improving how the system makes decisions. In healthcare, we do not lack solutions. We lack clarity on systems, discipline in alignment, and rigour in execution. That is where sustainable impact lies. This is part of a series on decision problems in healthcare. Most healthcare challenges are not constrained by resources. They are constrained by how decisions are structured and executed. I will be sharing practical frameworks across healthcare systems, AI, and capital. Connect if you are working on similar problems. #HealthSystems #AIinHealthcare #PatientFlow #ClinicalLeadership #HealthEconomics

Stop blaming "the talent market" for your hiring struggles. The same candidates you can't attract are saying yes to your competitors every day. The difference isn't luck - it's these 4 strategic components most companies ignore: 1) Foundation Most companies jump straight to posting jobs and hoping. Big mistake. World-class hiring starts with building your talent ecosystem: • Define the specific skills that predict success in each role • Build talent pools before you need them, not after • Create assessment standards that work across sourcing channels • Design one system that handles source, screen, and shortlist This feels like "overhead" but it's the difference between scrambling to fill roles and selecting from pre-qualified pools. Build the infrastructure once, use it forever. 2) Design Your hiring process IS your product. Design it like one. Strategic companies architect an integrated system: • Sourcing strategy that builds assessed talent pools • Screening that happens automatically, not manually • Shortlisting based on validated skills, not resumes • One platform experience from discovery to decision If sourcing, screening, and shortlisting feel like separate systems, you're working three times harder than necessary. 3) Execution This is where everyone focuses, but it's mostly operational: • Running assessments and validating skills • Conducting structured interviews • Managing pipeline and offers Important? Absolutely. Differentiating? Rarely. When you have the right foundation and design, execution becomes selection, not elimination. 4) Optimization What gets measured gets improved. Track metrics across your entire funnel: • Source quality (% of sourced candidates who pass assessments) • Screen efficiency (hours saved through automated testing) • Shortlist accuracy (% of shortlisted candidates who get offers) • End-to-end velocity (source to hire in days, not weeks) The magic happens when sourcing data feeds screening decisions, and screening results improve sourcing strategy. TAKEAWAY: 80% of companies treat sourcing, screening, and shortlisting as three separate problems. 20% of companies build one integrated system that handles all three. Guess which 20% consistently hire better talent, faster, at lower cost? Stop juggling multiple tools and disconnected processes. Start building an integrated talent acquisition system where sourcing feeds screening, screening builds pools, and shortlisting becomes simple selection. The companies mastering this don't scramble to fill roles. They select from pre-qualified talent pools they've been building all along. P.S. Count how many different tools you use to source, screen, and shortlist. What would change if it was just one? ;)

Healthcare is in crisis and it’s only getting worse! Hospitals constantly face fluctuating demand: Staff shortages during peak seasons Overcrowded emergency rooms Wasted resources during low demand periods What if you could predict these patterns in advance and prepare for them? Time Series Models analyze historical data to identify trends and patterns over time — like seasonal spikes or daily fluctuations. ✅ Step 1: Collect Historical Data Gather key data points, including: Patient admissions Emergency visits Staff availability Resource consumption (beds, medication, equipment) ✅ Step 2: Identify Seasonal Patterns The model can uncover hidden trends: Higher ER visits during flu season Increased staffing demand on weekends and holidays Decline in outpatient visits during summer months ✅ Step 3: Predict Future Demand Once patterns are identified, the model can forecast: When patient volume will spike How many staff members will be needed What resources should be stocked up ✅ Step 4: Scale Across Departments The model can be applied to: Emergency rooms ICU Outpatient clinics Pharmacy services The more data it processes, the smarter it gets & continuously improving accuracy. Using Time Series Models can significantly improve patient care. 1) Hospitals can reduce wait times, enable faster diagnosis and treatment, and ultimately enhance patient satisfaction. 2) It also helps with workforce management by reducing staff burnout, balancing workloads across shifts, and minimizing last-minute scheduling issues. 3) From a cost perspective, these models drive greater efficiency by lowering operational costs, reducing waste of medical supplies and ensuring smarter use of hospital resources. Time Series Models are helping hospitals anticipate demand, optimize resources and improve care. #healthcare #it #healthtech #hospital

Telecommunications hiring has an efficiency problem. Not a people problem. Not a talent shortage. An operational one. In high-volume telecoms hiring, the biggest cost drain isn’t salary. It’s time, and what happens while roles stay empty. Here’s what the data shows from a typical telecoms TA setup: ● 5-person TA team ● 5,000 applications per month ● 40 hours/week spent screening ● 49 days average time-to-fill ● £125 per day cost per vacant role That combination creates a silent cost spiral! What actually happens: ●Recruiters spend the majority of their time filtering, not hiring. ●Qualified applicants are delayed, missed, or dropped. ●Vacant roles remain open longer than the business can afford. ●Speed compromises quality, or quality compromises speed. The measurable impact when this is fixed: ●87% reduction in manual screening time. ●£30,368 saved annually in direct TA capacity. ●£330,750 recovered through faster time-to-fill. ●£40,264 gained through better matching and retention outcomes. ●£401,382 total annual efficiency gain. ●2,378% ROI when operational and strategic gains are combined. This isn’t about “doing more with less.” It’s about stopping highly paid teams doing work machines should already be doing. Telecommunications is one of the most volume-heavy, time-sensitive hiring environments there is, yet much of the process still relies on: ●Manual CV reviews ●Keyword filtering ●Human bottlenecks at the very start of the funnel The result? Slow hiring, inflated costs, and lost talent, all before interviews even begin. Efficiency in hiring isn’t a future advantage. It’s now a baseline requirement for telecoms organisations that want to scale, compete, and retain talent without burning cash or people. Sometimes the biggest gains don’t come from hiring better recruiters, they come from removing the work that never needed a human in the first place.

ManpowerGroup published its 2024 Global Talent Barometer, which includes data on wellbeing, job satisfaction, and confidence by role and work location. The report is based on a survey of 12k workers in 16 countries this past Spring; I have attached the relevant pages here and a link to the full report is in the comments. Some interesting observations below. WELLBEING - Not surprisingly, middle managers and execs find more meaning, feel more aligned with company values, and have better work-life balance than everyone else...but they're just as stressed out. - Essential workers, sadly, have the worst work-life balance. - The more remote you are, the less your stress levels, and the better your work-life balance. But mostly onsite and hybrid improve meaning and values alignment. JOB SATISFACTION - Remote workers feel he lowest perceived level of job security, which tracks with recent attrition-based office mandates. - Interestingly, on the role side it's execs and senior leaders who feel the least secure, but they also have the highest trust in their managers and feel most confident in the ability to land a new role. CONFIDENCE - Execs and senior leaders are much more confident with tools and skill development than frontline and blue collar workers; same trend with workers onsite without a choice, likely an overlapping group. - Mostly onsite and hybrid workers feel the best about opportunities for promotion or mobility internally. I think most of this tracks with what we're hearing across the board, but Manpower's perspective as a global staffing agency introduces some new perspectives. Curious to know what jumps out to you? #futureofwork #hybridwork #remotework #flexiblework #RTO #mandate #employeeexperience #engagement #talent #leadership #recruiting