Can you remember the last time you experienced an”aha” moment? I'm happy to say that I've had quite a few of those lately, and I've come to learn that they seem to come in bunches. A few of my realizations would probably bore you to death, but a couple around recruiting might just be up your alley.
An individual I know, who is well-versed in the world of business consulting, was recently describing a major shift in company language around systems used to track and manage key performance indicators and metrics.
It was once in vogue to call these systems "dashboards".
Dashboards included gauges, meters, interactive charts and virtually anything
that needed to be monitored and improved. Six-sigma principles fit nicely into the idea
of dashboards because it was much easier to design, measure, analyze, verify
and improve processes.
Apparently someone, I'm not sure who, came up with the bright idea to rename these dashboards to describe what they truly aim to do. So, instead of ”dashboards” they became ...."Enterprise Performance Management" or EPM's for short. When you think about it, the idea wasn't all that novel--Customer Relationship Management (CRM) systems have been named appropriately for quite some time.
So, during this conversation, an obvious close-to-home parallel came to mind. Why not re-name our HiringCenter dashboard "Recruiting Performance Management" system? Or RPM for short? After all, the whole idea of a name is to describe what it does. And, for most of you who execute the RPM as designed, it works.
Here is the interesting part. We have observed, since our inception in late 2004, an interesting “black hole” in real estate industry. Despite "recruiting" being one of the most important goals of almost every company, it seemed to be the only area where performance systems were rarely developed and practiced.
There are multiple reasons for this fact. One reason, which we learned through the early days of our development, was that it is extremely complicated and time consuming to invent a system to source, build, track and hire a pipeline of quality people. We fortunately learned that it could be done and, if executed properly, can be measured and improved.
What I love about our clients is that they are usually the companies dedicated to developing, analyzing, and improving systems and were first in line when we went through (and continue) the development of such a system for recruiting. In the words of one of our clients:
"Yes, it can be time consuming…but if we weren’t doing this, how would we have added new people consistently? And since every broker understands that recruiting is the lifeblood of a growing real estate company…it is certainly not something to be left to chance. The [Recruiting Performance Management] system" takes away most of the uncertainty."
Question: Does your company treat recruiting as a critial business system? If so, what systems have you developed to measure its performance?
The name Recruiting Performance Management™ and Recruiting Performance Management (RPM)™ are trademarks of Tidemark, Inc.
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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.
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