Time-to-Fill, Highest Since 2001?

Cielo HR Leader

According to hiring managers and C-level executives , time-to-fill is the third most important hiring metric—just behind quality of hire and, fittingly, hiring manager satisfaction. national average of 25 working days (Monday-Saturday)— the lengthiest it has been since 2001. .

The Heartbeat of the Organization

Conversation Matters

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. Crown Business, 2001. . . Increasingly employees do not go into the office to get their work done – they are able to work quite effectively from a remote site. In this virtual world, when they do go to the office it is for something quite different.

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After Years of 3% Increases, Where Have All the Good Raises Gone?

TLNT: The Business of HR

percent in 2001, from a high of 10 percent in 1981. percent in 2014, the survey of 1,064 organizations found. Last month, The New York Times published an article bemoaning the loss of pay raises in favor of one-time bonuses and non-monetary rewards.

AON 99

Where Have All the Raises Gone?

Compensation Cafe

percent in 2001, from a high of 10 percent in 1981. percent in 2014, the survey of 1,064 organizations found. Last month The New York Times ran an article bemoaning the loss of pay raises in favor of one-time bonuses and non-monetary rewards.

How Long Is the Hiring Process for Small Businesses?

Zenefits

The metric looks at the mean average an open position is vacant. Financial services saw the average increase by 10 working days between 2013 and 2014. Finding qualified talent can be a challenge, especially for small businesses.

How to Improve Employee Performance: Make Everyone a Data Scientist

Bonfyre

I first witnessed the potential of big data in 2001 when Sergeant Bob Heimberger of the St. While working with a team to build a health services company in 2006, we deployed a simple customer feedback tool that measured 10 key metrics, nine of which directly related to actions employees could take that impacted the customer experience. At the end of the experiment we observed an average 15% jump in performance metrics from our customers.

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