Recruitment Average time -SOSR. The average number of working days to finalise Sum of total working days to Useful for measuring the efficiency of (Continued) to finalise competitive selection exercises (for ongoing positions), finalise all competitive selection selection processes, however does not selection from the date of advertising to when an offer of exercises (Ongoing positions) / account for the delay factor between an offer exercises employment is made. Offers accepted(Ongoing being made and the successful candidate positions) commencing in the position. Note: A selection exercises does not necessarily equate to one position. For example, a bulk selection round is counted as one selection exercise, even if more than position is filled through this process. Average time -SOSR. The average number of working days to fill competitive Sum of total working days to fill Useful for measuring the time it takes to to fill selection selection exercises (for ongoing positions), from the date all competitive selection have new employees on board for positions exercises of advertising to the date the successful candidate exercises (Ongoing positions) / that are vacant, and accounts for the delay commences in the position. Offers accepted(Ongoing factor between an offer being accepted and positions) the successful candidate commencing in the position. Applicant rate -CLC Metrics The average number of applicants for internal and Total applicants Useful for gauging the resource requirement (internal and external recruitment processes. (Internal/external recruitment for conducting recruitment processes, and (‘Applicant external pp. 72 process) / Total offers accepted can also be indicative of the level of demand ratio’, – recruitment 73). for various positions and the organisation’s processes) capacity to compete effectively as a preferred employer. Secondments Secondment Developed in The number of secondments of ongoing employees (in Secondments (In/out) / Total Useful for examining the availability of skills rate (in to and consultation to/out of the organisation) as a percentage of total movements*100 development opportunities for employees out of the with APS movements of ongoing employees.. through secondments out of the organisation) agencies. organisation. Also useful for measuring the level of secondments to the organisation, which provide an alternative source for filling temporary skills demands and a source of new ideas, creativity and innovation.
Recruitment (Continued) Average time to finalise selection exercises -SOSR. The average number of working days to finalise competitive selection exercises (for ongoing positions), from the date of advertising to when an offer of employment is made. Note: A selection exercises does not necessarily equate to one position. For example, a bulk selection round is counted as one selection exercise, even if more than position is filled through this process. Sum of total working days to finalise all competitive selection exercises (Ongoing positions) / Offers accepted(Ongoing positions) Useful for measuring the efficiency of selection processes, however does not account for the delay factor between an offer being made and the successful candidate commencing in the position. Average time to fill selection exercises -SOSR. The average number of working days to fill competitive selection exercises (for ongoing positions), from the date of advertising to the date the successful candidate commences in the position. Sum of total working days to fill all competitive selection exercises (Ongoing positions) / Offers accepted(Ongoing positions) Useful for measuring the time it takes to have new employees on board for positions that are vacant, and accounts for the delay factor between an offer being accepted and the successful candidate commencing in the position. Applicant rate (internal and external recruitment processes) -CLC Metrics (‘Applicant ratio’, pp. 72 – 73). The average number of applicants for internal and external recruitment processes. Total applicants (Internal/external recruitment process) / Total offers accepted Useful for gauging the resource requirement for conducting recruitment processes, and can also be indicative of the level of demand for various positions and the organisation’s capacity to compete effectively as a preferred employer. Secondments Secondment rate (in to and out of the organisation) Developed in consultation with APS agencies. The number of secondments of ongoing employees (in to/out of the organisation) as a percentage of total movements of ongoing employees.. Secondments (In/out) / Total movements*100 Useful for examining the availability of skills development opportunities for employees through secondments out of the organisation. Also useful for measuring the level of secondments to the organisation, which provide an alternative source for filling temporary skills demands and a source of new ideas, creativity and innovation.
Strategic-Workforce-Analysis-and-Reporting-Guide.docx