By building a predictive model that included 200 attributes, including team size and structure, supervisor performance, and length of commute, they were able to predict flight risk. An example risk factor was teams of more than 10 to 12 people. The analytics team also identified flight risk triggers: when someone moved further away from the office, this would increase immediate flight risk. The management team didn’t understand why. MORE

But every employer is at a different point in their data journey; some we work with have very little or even no people data to draw on at all, while others use a balanced scorecard to identify their financial, internal, customer, learning and growth metrics. For example, in our field of dispute resolution, a commonly cited financial metric is staff turnover. The softer metric is bullying and harassment scores taken from latest employee engagement surveys. MORE

Why, the humble recruiting team of course! Amy Knapp, now the Head of Talent for Redpoint Ventures--where she advises dozens of portfolio companies on team building--went through this very challenge when she was running recruiting at Chegg. Among the other topics we stumbled across were: Benchmarking what success looks like based on company size, previous performance, and other areas. How recruiting metrics can serve as a thermometer for internal company health. MORE

With the quick transition to remote work, your teams may have started using apps and other software that hadn’t been properly vetted by your IT department. Set clear and consistent benchmarks. Whether you use QA scores, volume of output, deadlines, or a broad set of metrics, your policy needs to be clear to each member of the team. Ideally, weekly meetings with team managers would provide check-in opportunities to address any shortfalls and reiterate policies. MORE

We analyzed data from hundreds of recruiters to develop a set of recruiting benchmarks to help you assess your own company’s hiring performance. According to our survey findings, over 87% of Talent Acquisition teams build their talent pipeline through sourcing and 73% report higher-quality candidates through passive sourcing compared to any other source. 58% of recruiting teams measure candidate experience and 77% use candidate satisfaction surveys to do so. MORE

The hiring process involves various stakeholders, methods, tools and metrics. Hiring teams. How can I build a more effective hiring process? What is a good benchmark for application process length? What is a good benchmark for average interview process length? But, most hiring teams build their hiring process around these four stages: Planning. An ATS gives you a full view of every step of the process and each team member’s actions and feedback. MORE

Just as important, we want to share benchmarks with you in the soonest possible way. When you’re trying to build a quality employee experience, it is hard to get the results you want if you can’t measure them. Our CEO, Autumn Manning, has extensive experience helping companies of all sizes, from startup to Fortune 500, develop teams, build culture and engagement programs, and create assessments and tools that measure engagement, cultural fit, and team performance. MORE

Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. You can watch company culture in action when you see how a CEO responds to a crisis, how a team adapts to new customer demands, or how a manager corrects an employee who makes a mistake. Exceptional organizations work to build continuous alignment to their vision, purpose, and goals. Forge connections between team members. MORE

HR departments, for instance, use applicant tracking systems to manage job ads, sort resumes, shortlist applicants, coordinate with their team/candidates and so on. The ATS also provides opportunities to build on the traditional process. With the right system, recruiting teams can create talent pipelines to fill roles quicker by not starting the vetting process over and over again each time a job opens. Transition Away From Hierarchy Structure, Focus on Team-Building. MORE

They go in order to meet with others to talk together about the planning and coordination issues their team or department is facing. 3 Cisco’s study of 2000 of their teleworkers in five global regions provided an estimated $277 million in annual productivity savings, and more than 47,000 metric tons of greenhouse gases avoided. At Cisco, managers and employees meet face-to-face two or three times a year for team building or planning sessions. MORE