Metrics Help Intel Leap Ahead
Another organization that has significantly benefited from the application and implementation of metrics is the Intel Corporation. The following section describes the ways in which Intel has used metrics as well as its expectations of those metrics and associated programs.
Intel Corporation’s Global Staffing (GS) works to attract and hire talent in over 50 countries to fuel Intel’s platform and technology advancement that become essential to the way we work and live. In 2005, Intel Global Staffing launched a three-year program called Staffing Success Strategy (S3) to support Intel’s future needs and to become world-class in all of its operations. See Figure 12.1, Global Staffing End State: World Class Organization by 2007.
Intel’s Staffing Success Strategic Objectives
Deliver cutting-edge workforce planning solutions.
Build the world’s strongest sourcing capabilities.
Deliver world-class hiring services.
Operate with excellence.
Global Staffing has specific deliverables aligned with each of these strategic objectives with measurements associated with each deliverable. The three-year roadmap is reviewed for progress against schedule.
Intel’s metrics portfolio is a key resource to guide the management of this staffing effort and in the attainment of world-class performance. The suite of metrics was recently re-engineered to support S3, and to align with the overall Human Resources (HR) business objectives.
The re-engineered metric portfolio allowed management to see business conditions in new ways in 2005, a year when Intel added 20,000 new employees. Intel has had a staffing metrics portfolio for some time. The refreshed portfolio leverages the earnings from that first effort. The new portfolio is a prominent management tool to guide the application of resources to manage the essentials of the staffing function. See Table 12.1.
| Metric Name | Category | Measures | Frequency |
|---|---|---|---|
| Quality of Hire | Quality | Analysis of three dimensions: Manager’s and new employee’s assessment of job-fit, organization-fit, and effective integration. | Monthly |
| Recruiting Cost Ratio | Cost | Total Recruiting Costs divided by Total Compensation Recruited; measures staffing costs across the multi-national environment. | Quarterly |
| Actual/Contracted Time to Start (Time-to-Target) | Time | Measures the difference between actual and projected (target) start date for external offers. Measures if new talent is delivered when the business needs it. | Monthly |
| Key Stakeholder Interview | Satisfaction | Senior business manager assessment of the relationship with Global Staffing. | Semi-annually |
| Hiring Manager Satisfaction | Satisfaction | Measures satisfaction of hiring manager with services, tools, and candidate quality. | Monthly |
| Proactive Sourcing | Sourcing | Measures percentage of candidates who receive offers and who have resumes in Resume database before the requisition was opened; measures if the talent pipeline is filled in anticipation of future demand. | Monthly |