TALENT ACQUISITION

FACTBOOK 2015
Benchmarks and Trends in Spending, Staffing,
and Key Recruiting Metrics
April 2015

Jennifer Krider
Senior Research Analyst
Bersin by Deloitte, Deloitte Consulting LLP

Karen O’Leonard
Vice President, Benchmarking & Analytics Research
Bersin by Deloitte, Deloitte Consulting LLP

Robin Erickson, Ph.D.

Vice President, Talent Acquisition Research
Bersin by Deloitte, Deloitte Consulting LLP

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 1
C O N T E N T S

Introduction 4
Overview 4
What’s New This Year 5
Our Differentiation 6
A Special Thank You 6
Key Takeaways 7
#1: Uptick in Talent Acquisition Spending 7
#2: Cost per Hire Averages Nearly $4,000 8
#3: Organizations Increase Recruiting Headcount 10
#4: Three-Fold Increase in Spending on Professional Networking Sites 12
#5: Company Websites Drive More Hires than Other Sources 14
#6: Healthcare Sees Largest New-Hire Turnover 16
#7: Companies Take Longer to Fill Positions 17
#8: Mature Recruiting Organizations Spend More per Hire 18
#9: Maturity Brings Better Quality, Increased Efficiency 19
Appendix I: Definitions 20
Definitions of Segments 21
Definitions of Spending and Staffing Metrics 23
Definitions of Spending Allocation Metrics 24
Definitions of Source of Hire Metrics 25
Definitions of Talent Acquisition Productivity Metrics 26

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C O N T E N T S

(cont’d)
Appendix II: Study Methodology 27
Appendix III: Key Metrics by Company Size 30
Appendix IV: Key Metrics by Industry 36
Appendix V: Key Metrics by Maturity Level 42
Appendix VI: Tear Sheets 48
Appendix VII: Table of Figures 56

The Bersin WhatWorks® Membership Program 58

About Us 59

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 OVERVIEW
Recognized as the industry’s most trusted source of talent acquisition metrics, the Talent Acquisition Factbook
2015 provides valuable guidance to help recruiting executives make the right investment decisions.

This study contains dozens of metrics on talent acquisition spending, staffing, productivity, and quality broken out
by company size, industry, and the maturity level of the talent acquisition organization (see Figure 1). With these
detailed metrics, you can evaluate your recruiting organization against appropriate standards. (For more
information regarding talent acquisition maturity levels, see
INTRODUCTION

High-Impact Talent Acquisition: Key Findings and Maturity Model).

Figure 1: Talent Acquisition Benchmarking Metrics

Spending Metrics Productivity Metrics
Cost per Hire, All Positions Time to Fill, All Positions
Cost per Hire for Entry-Level, Experienced, and Time to Fill for Entry-Level, Experienced, and
Executive Positions Executive Positions
Year-over-Year Change in Spending Number of Open Job Requisitions per Recruiter
Spending Allocations for All Expenses Percent of Positions Filled by Source of Hire
Spending Allocations by Source of Hire
Staffing Metrics Quality Metrics
Internal Staff Members per 100 New Hires New-Hire Turnover
Number of Contractors per 100 New Hires
Year-over-Year Change in Headcount
Year-over-Year Change in Contractor Usage
Source: Bersin by Deloitte, 2014.

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 W H AT ’ S N E W T H I S Y E A R
As with all our factbooks, this report includes the essential talent acquisition metrics we captured over the
past year. But for those of you who are familiar with our previous factbooks, the format of this report will look
quite different. We are now publishing our findings in PowerPoint so that you can more easily repurpose the
charts and add your own benchmarks if you choose. To add your data to any of the charts on the Key
Takeaway slides (slides 7 through 19), simply right-click on the chart, select “Edit data,” and add your
data to the worksheet that pops up.
INTRODUCTION

In addition to providing key metrics broken out by company size, industry, and maturity level, this year we are
including breakouts by level of employee (entry-level, experienced, and executive) for cost per hire and time
to fill. This further level of detail will help talent acquisition professionals make better informed business
decisions.

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 O U R D I F F E R E N T I AT I O N
We realize there are a number of talent acquisition benchmarking reports available today. What makes our
study different?

For one, our study contains a broad sample of respondents that provides an accurate representation of
midsize and large U.S. organizations (those with 1,000 or more employees). We surveyed 412 talent
acquisition professionals from a range of company sizes and industries. The data are weighted so that the
figures better represent the U.S. market. Other studies available today include only a small slice of the market
INTRODUCTION

or are based on small sample sizes, which call into question the validity of the data.

In addition, we use stringent quality control procedures in collecting and analyzing the data. Each
respondent’s answers have been checked for consistency. For cases in which data appeared to be
inconsistent or out of range, the survey respondents were contacted for clarification and correction or the
responses were omitted from the survey analysis. This level of rigor is crucial to maintaining valid data.

Finally, our analysis includes comparisons of mature talent acquisition organizations (those with fully
optimized talent acquisition practices). Benchmarking against these best-in-class recruiting functions will
provide further insights into how your organization measures up.

A SPECIAL THANK YOU

We want to thank all of the people who participated in this study. Without the diligent efforts of talent
acquisition managers and executives across the country, this report would not have been possible. We also
want to thank our partners at Glassdoor for their help in making this study a success.

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 #1 Uptick in Talent Acquisition Spending
Talent acquisition is one of the most strategic parts Figure 2: Year-over-Year Change in Talent
of any business: After all, without the right people,
K E Y TA K E AWAY

Acquisition Spending by Industry, 2013–2014

no company can thrive. Today, as the economy
30%
continues to rebound and the job market becomes
more transparent than ever, spending money
strategically on recruitment, employment branding, 25%
sourcing, and the entire candidate experience is
critically important. 20%
16%
Driven by increased competition for talent and a 15% 13%
shortage of critical skills, U.S. companies 12%
increased their talent acquisition spending by 7% 10%
on average during 2014. Healthcare organizations 7%
had the largest increase in spending among 5% 3%
industries at 16%, reflecting growth in job
openings in this sector during the year (as 0%
reported by the U.S. Department of Labor’s
Bureau of Labor Statistics in February 2015). -5%
Other industries, such as technology, banking /
financial services, and manufacturing, upped
recruiting spending to a lesser degree (13%, 3%, Source: Bersin by Deloitte, 2014.
and 7%, respectively) (see Figure 2). The
movement in these sectors is similar to what was Note: For further description of industries, please see
seen in 2011, when the economy was just starting “Appendix I: Definitions.”
to recover from the worst of the recession.

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 #2 Cost per Hire Averages Nearly $4,000
Across the United States, the average cost per hire Figure 3: Cost per Hire by Industry, 2014
in 2014 stood at $3,976, but varied by organization
K E Y TA K E AWAY

size, ranging from just more than $3,139 per new $10,000
hire within larger companies to just more than $9,000
$5,380 per new hire within smaller companies.
Large companies have lower spending ratios $8,000
because they can leverage economies of scale to $7,000
spread costs over larger populations. Overall, hiring
for executive-level positions costs companies $6,000 $5,611
almost twice as much hiring for entry-level positions $5,000
($3,584 vs. $6,614, respectively). $4,323 $4,300 $4,325
$4,000
Among industries, manufacturing has the highest $3,033
$3,000
cost-per-hire metric at more than $5,611 (see
Figure 3). Recruiting for these firms can be difficult $2,000
due to stiff competition for qualified candidates;
$1,000
further, finding potential employees can require
specialized—and costly—resources. Engineers, $0
manufacturing specialists, and manufacturing staff
are highly specialized, so recruitment in those fields
must be very targeted. Banking / financial services,
business services / consulting, and technology firms Source: Bersin by Deloitte, 2014.
also have high recruiting costs, although lower than Note: For further description of industries, please see
manufacturing, because they hire people with “Appendix I: Definitions.”
specialized skills who are in high demand.

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 #2 Cost per Hire Averages Nearly $4,000
(cont’d)

Healthcare organizations, on the other hand, have comparatively lower recruiting costs. These
organizations are able to invest fewer resources in the hiring process because the certifications required
K E Y TA K E AWAY

to work in health professions tend to be fairly standardized, meaning less time is needed to determine if
an applicant has the necessary skills. Such certification requirements also allow healthcare
organizations to use less-expensive sourcing strategies, such as company websites, professional
networking sites, and professional associations.

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 Organizations Increase Recruiting
#3 Headcount
The uptick in spending is partly being driven Figure 4: Talent Acquisition Contractors and
by an increase in recruiting staffing, with full-
K E Y TA K E AWAY

Employees per 100 New Hires by Industry, 2014

time headcount within talent acquisition
organizations growing 9% in 2014. The 16.0
biggest gains came in the healthcare and
14.0
technology sectors, which increased their
talent acquisition headcount by 13% and 12.0
16%, respectively.
10.0
The size of internal recruiting teams varies 9.9
from less than three staff members for every 8.0
9.0
100 new hires within larger companies to an 5.8
6.0 2.1
approximately 4-to-100 ratio within smaller 1.7
companies. Among industries, banking / 4.0
financial services companies report the 4.7
highest ratio, at 4.7 talent acquisition 2.0 4.2 3.8 3.5 2.7
employees for every 100 new hires (see -
Figure 4).

Talent Acquisition Staff per 100 New Hires

Talent Acquisition Contractors per 100 New Hires
Source: Bersin by Deloitte, 2014.
Note: For further description of industries, please see “
Appendix I: Definitions.”

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 Organizations Increase Recruiting
#3 Headcount (cont’d)
Most organizations continue to rely on contractors to supplement internal recruiting staff. Technology
and manufacturing firms, for example, rely heavily on contractors, utilizing 9.0 and 9.9 contractors for
K E Y TA K E AWAY

every 100 new hires, respectively. In these industries, contractors outnumber internal recruiting staff by
at least a 3-to-1 ratio. As manufacturing organizations respond to their specific product cycles, many
firms utilize contractors to address staffing demands. This approach allows HR organizations to better
align talent acquisition resources with the ebb and flow of staffing needs throughout a company.

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 Three-Fold Increase in Allocations to
#4 Professional Networking Sites
Spending allocations across recruiting sources have changed dramatically over the last three years. During
2011, the largest spending item was agencies and third-party recruiters (headhunters), which claimed 38% of
K E Y TA K E AWAY

the sourcing budget. During 2014, that figure dropped to 18% as companies switched their investments to a
variety of less costly channels, particularly social and professional networking (see Figure 5).

Professional networking sites realized the greatest increase, claiming 12% of the budget. This allocation is a
three-fold increase over the investment seen during 2011, when only 4% of budgets were allocated to this
source. Professional networks have become one of the most useful ways to reach all types of candidates; in
fact, many talent acquisition solution providers have found they need to include access to these options in
their offerings to remain competitive.

Job boards continue to claim the largest share of the recruiting budget, with 19% of external recruiting
resources committed to this source. Over the years, job boards have been most successful in attracting
active candidates or those looking for jobs. However, the job board landscape is changing dramatically, with
employers moving more toward niche job boards directed toward very specific talent pools as opposed to
general employment job sites.

Companies are taking a proactive approach to attracting top talent by managing their employment brands, in
part through investment in company websites. In general, during 2014, one in every ten job-sourcing dollars
was allocated to this source. Potential candidates look to a company’s website to learn about the corporate
culture; a website that is outdated, difficult to navigate, or lacking relevant information reduces the chances of
attracting top-notch candidates.

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 Three-Fold Increase in Allocations to
#4 Professional Networking Sites (cont’d)
Figure 5: Spending Allocations by Source of Hire, 2011 versus 2014
K E Y TA K E AWAY

Job Boards or Search Engine Aggregators 19%

18%
Agencies / Third-Party Recruiters 18%
38%
Professional Networking Sites 12%
4%
Company Websites 11%
*0%
Campus Recruiting 8%
7%
Job Fairs / Recruiting Events 8%
0%
*
7%
Employee Referrals
12%
Internal Candidates 6%
*0%
General Social Media
4%
1%
Professional Associations 4%
*0%
Candidate Pools 2%
*
0%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Note: For definitions of source of hire metrics, 2014 2011
please see “Appendix I: Definitions.” Source: Bersin by Deloitte, 2014.
* Not measured in 2011

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 Company Websites Drive More Hires
#5 than Other Sources
Companies spend money on a variety of sources to attract and engage candidates, but some sources are
clearly more useful than others to actually fill open positions. During 2014, company websites yielded the
K E Y TA K E AWAY

most hires, with nearly one in five new hires coming through that source. This is an increase over 2011,
when only 13% of new hires came through company career websites (see Figure 6). With the Internet
making information more easily accessible than ever before, job candidates routinely utilize company
websites to assess a firm’s strengths and help determine if they would be a good fit with an organization
before even applying for a job. In addition, many other sources funnel prospective candidates to company
websites. This means that even though candidates may learn about a company or a particular job opening
through social media or networking sites, they apply for jobs via company websites. These factors make
employment branding and ease of site navigation critical aspects of ensuring an excellent candidate
experience during the application process.

Job boards yielded the second highest number of new hires at 16%. Job boards have seen the most
success in attracting “active” candidates—those who are actively looking for jobs. Although many people
have prophesized the “death” of job boards, they are clearly still a productive source of new hires for many
companies.

Internal candidates were the third most productive source of new hires in 2014, filling 14% of all job
openings. Recruiting top talent is tough, prompting organizations to turn to internal mobility efforts.
Progressive organizations leverage internal mobility programs not just to fill vacant positions but also to
bolster employee engagement and foster product innovation with an influx of fresh ideas. Existing
employees understand an organization’s culture and policies and can apply their knowledge and
experiences to make new contributions within the company. These attributes make them an excellent
source for recruiting.

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 Company Websites Drive More Hires
#5 than Other Sources (cont’d)
Figure 6: Source of Hire, 2011 versus 2014
K E Y TA K E AWAY

Company Websites 19%

13%
Job Boards or Search Engine Aggregators
16%
19%
Internal Candidates
14%
19%
Employee Referrals 12%
16%
10%
Professional Networking Sites
10%
Agencies / Third-Party Recruiters 9%
8%
Campus Recruiting 7%
6%
Job Fairs / Recruiting Events 5%
*0%
Candidate Pools 3%
*0%
General Social Media 2%
1%
Professional Associations 2%
* 0%1%
Other Sources 3%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
2014 2011
Note: For definitions of source of hire metrics, Source: Bersin by Deloitte, 2014.
* Not measured in 2011
please see “Appendix I: Definitions.”

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 Healthcare Sees Largest New-Hire
#6 Turnover
During 2014, new-hire (12-month) Figure 7: 12-Month New-Hire Turnover by
turnover stood at 14%. This figure is fairly
K E Y TA K E AWAY

Industry, 2014
consistent across company sizes, but
industry sectors show substantial 18% 17%
differences. Healthcare organizations 16%
have the largest new-hire turnover at 14%
17%, compared with 10% turnover among 14%
manufacturing firms (see Figure 7). The
U.S. healthcare system has been 12% 11% 11%
undergoing a period of extraordinary 10%
10%
change during the past several years as
new regulations have been instituted while 8%
increasing numbers of patients have
6%
required care. This has created an
environment in which workers frequently 4%
experience “burnout.” Since many
healthcare workers can easily find 2%
employment elsewhere in the field if their
0%
current workplace proves unsatisfactory,
healthcare organizations frequently see
employee shortages and high turnover
rates (even among those hired within the Source: Bersin by Deloitte, 2014.
past 12 months).
Note: For further description of industries, please see “
Appendix I: Definitions.”

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 Companies Take Longer to Fill
#7 Positions
As the economy got back on track Figure 8: Time to Fill (in Days), 2014
and companies began to rebuild their
K E Y TA K E AWAY

workforces, employees realized they 80

had more employment choices. This 70
created a competition for talent that 70
has resulted in longer timeframes to
60
fill vacant positions. Overall,
52 52
companies are finding it takes 52
50
days, on average, to fill open
positions—up from 48 days in 2011. 38
40
This timeframe ranges from 38 days
for entry-level positions to 52 days 30
for experienced hires and up to 70
days for executive positions (see 20
figure 8). Employment conditions
favor candidates as companies 10
compete for top talent. Employees
are now finding they have more -
choices—both in their current and Overall Entry Level Experienced Executive
potential jobs—resulting in longer
lead times to fill open positions. Source: Bersin by Deloitte, 2014.

Note: For definitions of talent acquisition productivity metrics,

please see “Appendix I: Definitions.”

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 Mature Recruiting Organizations
#8 Spend More per Hire
As an organization grows, the talent Figure 9: Cost per Hire by Maturity Level, 2014
acquisition function must evolve its practices
K E Y TA K E AWAY

to provide greater impact on business and $7,000

$6,465
talent outcomes. Most organizations start
out with “reactive tactical recruiting,” posting $6,000
positions on an as-needed basis without any $5,088
defined process. Over time, recruiting $5,000
organizations expand their activities to focus
on building hiring manager relationships and $4,000 $3,852
solid talent pipelines. At the highest stage of $3,258
maturity, the “optimized talent acquisition” $3,000
function is a strategic enabler of the
business and talent acquisition leaders have
$2,000
an active and influential “seat at the table.”

Our research shows that cost per hire $1,000

increases with each level of maturity (see
Figure 9). Organizations at the highest level $0
of maturity (optimized talent acquisition
functions) spend $6,465 per employee, on
average, as compared with only $3,258
among those at the lowest level of maturity
(reactive tactical recruiting functions).
Source: Bersin by Deloitte, 2014.

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 Maturity Brings Better Quality,
#9 Increased Efficiency
Spending more money on recruiting Figure 10: 12-Month New-Hire Turnover Rates by
definitely pays off. As shown in Figure Maturity Level, 2014
K E Y TA K E AWAY

10, optimized talent acquisition

18%
organizations have lower new-hire 17%
turnover than less mature organizations 16%
15%
—and each percentage point drop in
turnover can be worth millions to a large 14%

organization due to the loss in 12%

productivity, among other costs. 11%
10% 10%
In addition, mature organizations take
less time to fill vacancies (44 days 8%
versus 55 days for less mature
6%
organizations), yielding increased
productivity for recruiting and diminishing 4%
the time hiring managers have to wait for
needed employees. 2%

0%

Source: Bersin by Deloitte, 2014.

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 Appendix I: Definitions

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 DEFINITIONS OF SEGMENTS
This study contains a wealth of data that talent acquisition (TA) executives can use to benchmark their
organizations. Data are presented in summary tables in Appendices III through VI. Throughout this report, data
are broken out by the segments listed below. To make the most use of this report, we recommend that you gather
APPENDIX I: DEFINITIONS

the following information for your organization for comparative purposes.

1. Company Size (number of employees worldwide, including all locations)

• Midsize companies (1,000–4,999)
• Mid- to large-size companies (5,000–9,999)
• Large companies (10,000–24,999)
• Enterprise-level organizations (25,000+)

2. Industry
• Banking / Financial Services (banks, financial companies, and insurance companies)
• Business Services / Consulting (including consumer and business services)
• Healthcare (hospitals and healthcare organizations)
• Manufacturing (durable and nondurable goods, including automotive)
• Technology (computers, software, independent software vendors)

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 DEFINITIONS OF SEGMENTS (CONT’D)

3. Maturity Level
• Level 1: Reactive Tactical Recruiting
APPENDIX I: DEFINITIONS

• Level 2: Standardized Operational Recruiting

• Level 3: Integrated Talent Acquisition
• Level 4: Optimized Talent Acquisition

4. Employee Level
• Entry level (undergraduate / graduate campus hires, inexperienced or nonexempt hourly employees)
• Experienced (experienced individual contributors, middle managers)
• Executive (senior leaders, executives)

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 D E F I N I T I O N S O F S P E N D I N G A N D S TA F F I N G M E T R I C S
• Cost per Hire—All Positions. Annual spending divided by the number of new hires brought into the organization for the
year. Mean figures are used. Spending includes internal staff compensation; job sourcing costs; prehire assessments;
background check, eligibility-to-work and drug testing expenses; travel expenses (for both candidates and recruiters);
APPENDIX I: DEFINITIONS

employee referral awards / payments; recruitment process outsourcing (RPO) fees; recruiting systems / technology costs;
non–labor related office costs; recruiting contractor costs; and marketing expenses.

• Cost per Hire—Entry Level. Annual spending (see “Cost per Hire—All Positions,” above) for entry-level positions divided by
the number of entry-level new hires brought into the organization for the year. “Entry level” is defined as undergraduate /
graduate campus hires, inexperienced hires, or nonexempt hourly employees.

• Cost per Hire—Experienced. Annual spending (see “Cost per Hire—All Positions,” above) for experienced positions divided
by the number of experienced new hires brought into the organization for the year. “Experienced” is defined as experienced
individual contributors or middle managers.

• Cost per Hire—Executive. Annual spending (see “Cost per Hire—All Positions,” above) for executive positions divided by
the number of new hires brought into the organization for the year. “Executive” is defined as senior leaders and executives.

• Change in TA Spending. Average reported change in total TA spending from 2013 to 2014.

• TA Staff Members per 100 New Hires. The mean number of TA employees for every 100 hires. Figure includes all
employees assigned to the TA function, including sourcers, coordinators, managers, and other leadership. If an employee
spends a portion of his / her time on TA activities, that time is allocated the portion of a full-time headcount (FTE). This figure
excludes hiring managers’ time spent on the recruiting process.

• TA Contractors per 100 New Hires. The mean number of full-time TA contractors for every 100 hires. If a contractor spends
a portion of his / her time on TA activities, that time is allocated the portion of a full-time contractor headcount (FTE).

• Change in TA Headcount. Average change in the number of TA employees from 2013 to 2014.

• Change in TA Contractor Usage. Average change in the number of TA contractors used from 2013 to 2014.

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 D E F I N I T I O N S O F S P E N D I N G A L L O C AT I O N M E T R I C S
• Job Sourcing Costs. Expenses related to actions taken to identify potential candidates for employment.

• Prehire Assessments. Expenses related to the use of testing services, validated assessments, or other standardized
APPENDIX I: DEFINITIONS

measures to prescreen talent prior to employment.

• Background Check, Eligibility-to-Work, and Drug Testing Expenses. Expenses related to criminal, education, credit, and
reference checks on prospective hires. Also includes work eligibility and immigration expenses such as Form I-9 processing
and use of E-Verify.

• Travel Expenses (Candidates and Recruiters). Travel expenses incurred by a candidate or recruiter and reimbursed by the
organization; includes signing bonuses and relocation fees.

• Employee Referral Awards / Payments. Predefined payments received by employees who refer candidates who are
subsequently hired.

• Recruitment Process Outsourcing (RPO) Fees. The sum of the fees incurred in the use of RPO services.

• Recruiting System / Technology Costs. The costs of operating any supporting technology infrastructure for the recruiting
process, including TA systems (TAS), candidate relationship management systems, and reporting systems.

• Non–Labor Related Office Costs. General office expenses (including a representative portion of rent, capital expenses, and
incidentals) incurred while supporting the recruiting function. If exact data on these expenses exist, then those data should be
used. However, it is acceptable to take a percentage of overall office costs based on recruiting headcount.

• Recruiting Contractor Costs. Fees paid to contingent or contract recruiters.

• Marketing Expenses. Expenses related to advertising or marketing for either a specific requisition or across many
requisitions. Examples include expenses related to job boards, social networks, search engine marketing, marketing material
production (e.g., brochures, websites), or newspaper advertising.

• Other Expenses. Any TA expenses not listed above.

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 DEFINITIONS OF SOURCE OF HIRE METRICS
• Agencies / Third-Party Recruiters. Companies or third-party individuals that are paid to recruit candidates.

• Job Fairs / Recruiting Events. Events specifically held for the purpose of recruiting candidates or advertising a company’s
APPENDIX I: DEFINITIONS

employment brand.

• Job Boards or Search Engine Aggregators. List purchases, licenses to databases (e.g., Glassdoor, Monster,
CareerBuilder), etc.

• Company Websites. Websites that share information about a company’s mission and purpose; specifically, the employment
landing page.

• Professional Networking Sites. Websites that allow users to create a public profile and interact with other professionals in
similar fields.

• Professional Associations. Groups of people seeking to further a particular profession, the interests of individuals engaged
in that profession, and the public interest (for example, the Society for Human Resource Management, or SHRM).

• General Social Media. Websites and applications (e.g., Facebook, Twitter) that enable users to create and share content or
to participate in social networking.

• Campus Recruiting. The recruitment of talent from colleges and universities, including interns, co-ops, and graduates who fill
full-time positions.

• Candidate Pools. Lists or databases of applicants who have applied for an open position and remain eligible for hire.

• Employee Referrals. Candidates who are referred by a current employee and subsequently hired.

• Internal Candidates. Candidates who already work for the organization.

• Other Sources. Sources not listed above.

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 D E F I N I T I O N S O F TA L E N T A C Q U I S I T I O N
PRODUCTIVITY METRICS
• Entry-Level Position Time to Fill. Average number of days to fill an entry-level job requisition across all job categories.
APPENDIX I: DEFINITIONS

• Experienced Position Time to Fill. Average number of days to fill an experienced job requisition across all job categories.

• Executive Position Time to Fill. Average number of days to fill an executive job requisition across all job categories.

• Overall Time to Fill. Average number of days to fill an open job requisition across all job categories.

• Open Job Requisitions per Recruiter. Average number of open job requisitions per recruiter.

• New-Hire Turnover. Voluntary and involuntary turnover within the first 12 months after hire.

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 Appendix II: Study Methodology

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APPENDIX II: STUDY METHODOLOGY

This year’s study was conducted from September to November 2014; during that time, contacts from the
Bersin by Deloitte and Glassdoor databases were emailed invitations to participate in an online survey. Only
U.S.-based organizations with 1,000 or more employees were included in the analysis. The final count of
qualified respondents was 412.

The data represent a broad cross-section of industries and company sizes (see Figures 11 and 12). Note
that the data in this report are weighted by company size and revenue. We break out the results by
organization size, industry, and talent acquisition maturity level so that organizations can compare
themselves against similar groups.

Figure 11: Respondent Count (Unweighted)

Midsize Companies (1,000–4,999 Employees) 159

Mid- to Large-Size Companies (5,000–9,999 Employees) 70

Large Companies (10,000–24,999 Employees) 86

Enterprise-Level Organizations (25,000+ Employees) 97

Total Respondents 412

Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 28

APPENDIX II: STUDY METHODOLOGY

Figure 12: Respondents by Industry (Unweighted)*

Consumer Products; 4%
Hospitality / Leisure / Travel; 3%
Insurance; 5%
Other; 22%
Retail; 6%

Business Services / Consult-

ing; 7%

Banking / Financial Services; Healthcare; 16%

11%

Technology; 13%
Manufacturing; 14%

*Numbers may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 29

Appendix III: Key Metrics by Company Size

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 30
 Figure 13: Spending and Staffing Metrics by Company Size, 2014

Mid- to Enterprise-
U.S. Total Midsize Large
K E Y M E T R I C S B Y C O M PA N Y S I Z E

Large-Size Level

Cost per Hire—All Positions $3,976 $5,380 $4,602 $3,202 $3,139

Cost per Hire—Entry Level $3,584 $4,182 $4,207 $3,109 $3,253

Cost per Hire—Experienced $3,849 $5,582 $3,808 $2,885 $3,029

Cost Per Hire—Executive $6,614 $9,405 $5,862 $4,886 $5,262

Change in TA Spending 7% 11% 12% 12% 3%

TA Staff Members per 100 New

3.3 4.1 2.9 3.4 2.8
Hires
TA Contractors per
4.3 3.4 7.1 6.7 3.6
100 New Hires

Change in TA Headcount 9% 13% 14% 10% 5%

Change in TA
-3% 7% 13% -9% -9%
Contractor Usage
Source: Bersin by Deloitte, 2014.

Note: For definitions of company size, as well as spending and staffing metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 31

 Figure 14: Spending Allocations by Company Size, 2014

Mid- to Enterprise-
U.S. Total Midsize Large
K E Y M E T R I C S B Y C O M PA N Y S I Z E

Large-Size Level

Job Sourcing Costs 24% 28% 23% 22% 23%

Prehire Assessments 6% 7% 8% 8% 5%

Background Check, Eligibility-to-Work, and

11% 10% 14% 12% 10%
Drug Testing Expenses

Travel Expenses (Candidates and Recruiters) 9% 8% 9% 6% 11%

Employee Referral Awards / Payments 5% 7% 4% 5% 5%

Recruitment Process Outsourcing (RPO) Fees 8% 7% 7% 10% 9%

Recruiting System / Technology Costs 12% 13% 13% 11% 11%

Non–Labor Related Office Costs 4% 3% 3% 4% 4%

Recruiting Contractor Costs 9% 8% 8% 8% 9%

Marketing Expenses 10% 10% 10% 13% 10%

Other Expenses 1% 0% 1% 2% 2%
Source: Bersin by Deloitte, 2014.

Note: For definitions of company size, as well as spending allocation metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 32

 Figure 15: Spending Allocations by Source of Hire by Company Size, 2014

Mid- to Enterprise-
U.S. Total Midsize Large
K E Y M E T R I C S B Y C O M PA N Y S I Z E

Large-Size Level

Agencies / Third-Party Recruiters 18% 19% 18% 17% 18%

Job Fairs / Recruiting Events 8% 8% 10% 6% 9%

Job Boards or Search Engine Aggregators 19% 22% 18% 20% 17%

Company Websites 11% 9% 11% 11% 12%

Professional Networking Sites 12% 15% 16% 14% 9%

Professional Associations 4% 3% 2% 3% 4%

General Social Media 4% 4% 4% 4% 5%

Campus Recruiting 8% 5% 6% 6% 10%

Candidate Pools 2% 2% 3% 2% 2%

Employee Referrals 7% 7% 8% 9% 7%

Internal Candidates 6% 5% 4% 7% 6%

Other Sources 0% 0% 0% 0% 1%
Source: Bersin by Deloitte, 2014.

Note: For definitions of company size, as well as source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 33

 Figure 16: Talent Acquisition Productivity by Company Size, 2014

Mid- to Enterprise-
U.S. Total Midsize Large
K E Y M E T R I C S B Y C O M PA N Y S I Z E

Large-Size Level

Entry-Level Position Time to Fill (in Days) 38 36 32 39 39

Experienced Position Time to Fill (in Days) 52 52 49 61 49

Executive Position Time to Fill (in Days) 70 71 65 80 68

Overall Time to Fill (in Days) 52 52 51 55 51

Open Job Requisitions per Recruiter 26 22 24 28 28

New-Hire Turnover 14% 14% 16% 14% 13%

Source: Bersin by Deloitte, 2014.

Note: For definitions of company size, as well as talent acquisition productivity metrics, please see “
Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 34

 Figure 17: Source of Hire by Company Size, 2014

Mid- to Enterprise-
K E Y M E T R I C S B Y C O M PA N Y S I Z E

U.S. Total Midsize Large

Large-Size Level

Agencies / Third-Party Recruiters 9% 10% 10% 9% 9%

Job Fairs / Recruiting Events 5% 5% 8% 4% 4%

Job Boards or Search Engine Aggregators 16% 21% 14% 18% 13%

Company Websites 19% 15% 19% 24% 19%

Professional Networking Sites 10% 13% 13% 10% 8%

Professional Associations 2% 2% 3% 2% 2%

General Social Media 2% 2% 2% 3% 2%

Campus Recruiting 7% 5% 5% 5% 10%

Candidate Pools 3% 3% 2% 1% 3%

Employee Referrals 12% 13% 11% 13% 12%

Internal Candidates 14% 10% 11% 11% 17%

Other Sources 1% 1% 0% 1% 1%
Source: Bersin by Deloitte, 2014.

Note: For definitions of company size, as well as source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 35

Appendix IV: Key Metrics by Industry

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 36
A P P E N D I X I V: K E Y M E T R I C S B Y I N D U S T RY Figure 18: Spending and Staffing Metrics by Industry, 2014

Banking / Business
Financial Services / Healthcare Manufacturing Technology
Services Consulting

Cost per Hire—All Positions $4,323 $4,300 $3,033 $5,611 $4,325

Cost per Hire—Entry Level $4,126 $4,431 $4,690 $3,841 $3,743

Cost per Hire—Experienced $3,808 $4,601 $3,710 $4,681 $2,611

Cost Per Hire—Executive $6,048 $9,150 $4,171 $8,146 $9,861

Change in TA Spending 3% 12% 16% 7% 13%

TA Staff Members per 100 New Hires 4.7 4.2 3.8 3.5 2.7

TA Contractors per 100 New Hires 2.1 1.7 5.8 9.9 9.0

Change in TA Headcount 7% 12% 13% 4% 16%

Change in TA Contractor Usage -6% -6% 8% 4% 13%

Source: Bersin by Deloitte, 2014.

Note: For definitions of spending and staffing metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 37

A P P E N D I X I V: K E Y M E T R I C S B Y I N D U S T RY Figure 19: Spending Allocations by Industry, 2014

Banking / Business
Financial Services / Healthcare Manufacturing Technology
Services Consulting

Job Sourcing Costs 32% 32% 18% 20% 26%

Prehire Assessments 8% 6% 8% 6% 5%

Background Check, Eligibility-to-

12% 7% 18% 9% 8%
Work, and Drug Testing Expenses
Travel Expenses (Candidates and
8% 10% 7% 9% 9%
Recruiters)

Employee Referral Awards / Payments 7% 10% 5% 7% 8%

Recruitment Process Outsourcing

6% 4% 5% 12% 9%
(RPO) Fees

Recruiting System / Technology Costs 9% 13% 10% 13% 14%

Non–Labor Related Office Costs 3% 4% 4% 4% 4%

Recruiting Contractor Costs 7% 5% 7% 9% 12%

Marketing Expenses 8% 9% 20% 10% 5%

Other Expenses 2% 0% 0% 1% 2%
Source: Bersin by Deloitte, 2014.
Note: For definitions of spending allocation metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 38

A P P E N D I X I V: K E Y M E T R I C S B Y I N D U S T RY Figure 20: Spending Allocations by Source of Hire by Industry, 2014

Banking / Business
Financial Services / Healthcare Manufacturing Technology
Services Consulting

Agencies / Third-Party Recruiters 18% 20% 10% 20% 18%

Job Fairs / Recruiting Events 8% 10% 10% 7% 6%

Job Boards or Search Engine

22% 13% 21% 16% 14%
Aggregators

Company Websites 10% 8% 22% 9% 6%

Professional Networking Sites 12% 14% 7% 11% 20%

Professional Associations 2% 3% 4% 6% 4%

General Social Media 3% 6% 4% 5% 5%

Campus Recruiting 7% 7% 6% 7% 12%

Candidate Pools 2% 4% 2% 1% 3%

Employee Referrals 10% 11% 7% 8% 8%

Internal Candidates 6% 3% 8% 9% 5%

Other Sources 0% 1% 0% 0% 0%
Source: Bersin by Deloitte, 2014.

Note: For definitions of source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 39

A P P E N D I X I V: K E Y M E T R I C S B Y I N D U S T RY Figure 21: Talent Acquisition Productivity by Industry, 2014

Banking / Business
Financial Services / Healthcare Manufacturing Technology
Services Consulting

Entry-Level Position Time to Fill

34 35 35 33 42
(in Days)
Experienced Position Time to Fill
49 45 50 56 49
(in Days)
Executive Position Time to Fill
66 68 70 75 62
(in Days)

Overall Time to Fill (in Days) 47 55 48 54 51

Open Job Requisitions per Recruiter 26 24 34 22 23

New-Hire Turnover 14% 11% 17% 10% 11%

Source: Bersin by Deloitte, 2014.

Note: For definitions of talent acquisition productivity metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 40

A P P E N D I X I V: K E Y M E T R I C S B Y I N D U S T RY Figure 22: Source of Hire by Industry, 2014

Banking / Business
Financial Services / Healthcare Manufacturing Technology
Services Consulting

Agencies / Third-Party Recruiters 9% 10% 6% 12% 13%

Job Fairs / Recruiting Events 4% 4% 7% 3% 3%

Job Boards or Search Engine

15% 15% 17% 15% 14%
Aggregators

Company Websites 20% 10% 31% 16% 13%

Professional Networking Sites 9% 11% 5% 10% 14%

Professional Associations 1% 3% 3% 4% 2%

General Social Media 2% 3% 2% 3% 2%

Campus Recruiting 3% 14% 4% 8% 11%

Candidate Pools 4% 4% 2% 2% 2%

Employee Referrals 15% 18% 7% 11% 15%

Internal Candidates 18% 8% 14% 14% 12%

Other Sources 0% 1% 1% 1% 0%
Source: Bersin by Deloitte, 2014.

Note: For definitions of source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 41

Appendix V: Key Metrics by Maturity Level

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 42
APPENDIX V: KEY METRICS BY MATURITY LEVEL Figure 23: Spending and Staffing Metrics by Maturity Level, 2014

Level 1— Level 2—
Reactive Standardized Level 3— Level 4—
Tactical Operational Integrated TA Optimized TA
Recruiting Recruiting

Cost per Hire—All Positions $3,258 $3,852 $5,088 $6,465

Cost per Hire—Entry Level $3,059 $4,285 $4,143 $3,518

Cost per Hire—Experienced $3,003 $4,043 $4,917 $4,459

Cost per Hire—Executive $6,410 $5,893 $6,984 $12,289

Change in TA Spending 7% 6% 10% 10%

TA Staff Members per 100 New Hires 4.3 2.6 3.1 3.1

TA Contractors per 100 New Hires 4.8 0.9 8.5 6.3

Change in TA Headcount 9% 10% 12% 5%

Change in TA Contractor Usage -2% -16% 1% 12%

Source: Bersin by Deloitte, 2014.

Note: For definitions of spending and staffing metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 43

APPENDIX V: KEY METRICS BY MATURITY LEVEL Figure 24: Spending Allocation by Maturity Level, 2014

Level 1— Level 2—
Reactive Standardized Level 3— Level 4—
Tactical Operational Integrated TA Optimized TA
Recruiting Recruiting

Job Sourcing Costs 26% 25% 20% 24%

Prehire Assessments 7% 5% 6% 7%
Background Check, Eligibility-to-Work,
12% 10% 10% 10%
and Drug Testing Expenses
Travel Expenses (Candidates and
5% 12% 12% 10%
Recruiters)
Employee Referral Awards / Payments 6% 5% 6% 7%
Recruitment Process Outsourcing (RPO)
7% 7% 10% 14%
Fees
Recruiting System / Technology Costs 10% 13% 12% 10%

Non–Labor Related Office Costs 4% 3% 6% 2%

Recruiting Contractor Costs 9% 10% 7% 7%

Marketing Expenses 11% 9% 10% 9%

Other Expenses 3% 2% 1% 0%
Source: Bersin by Deloitte, 2014.

Note: For definitions of spending allocation metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 44

APPENDIX V: KEY METRICS BY MATURITY LEVEL Figure 25: Spending Allocations by Source of Hire by Maturity Level, 2014

Level 1— Level 2—
Reactive Standardized Level 3— Level 4—
Tactical Operational Integrated TA Optimized TA
Recruiting Recruiting

Agencies / Third-Party Recruiters 19% 19% 18% 11%

Job Fairs / Recruiting Events 9% 6% 9% 11%

Job Boards or Search Engine Aggregators 22% 20% 15% 12%

Company Websites 11% 9% 10% 18%

Professional Networking Sites 11% 14% 13% 8%

Professional Associations 4% 3% 5% 3%

General Social Media 4% 4% 5% 7%

Campus Recruiting 6% 11% 8% 6%

Candidate Pools 2% 2% 2% 2%

Employee Referrals 6% 7% 10% 11%

Internal Candidates 5% 5% 5% 10%

Other Sources 1% 1% 0% 2%
Source: Bersin by Deloitte, 2014.

Note: For definitions of source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 45

APPENDIX V: KEY METRICS BY MATURITY LEVEL Figure 26: Talent Acquisition Productivity by Maturity Level, 2014

Level 1— Level 2—
Reactive Standardized Level 3— Level 4—
Tactical Operational Integrated TA Optimized TA
Recruiting Recruiting

Entry-Level Position Time to Fill (in Days) 39 38 39 28

Experienced Position Time to Fill (in Days) 52 52 51 50

Executive Position Time to Fill (in Days) 74 69 68 68

Overall Time to Fill (in Days) 55 50 52 44

Open Job Requisitions per Recruiter 25 27 22 27

New-Hire Turnover 17% 15% 11% 10%

Source: Bersin by Deloitte, 2014.

Note: For definitions of talent acquisition productivity metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 46

APPENDIX V: KEY METRICS BY MATURITY LEVEL Figure 27: Source of Hire by Maturity Level, 2014

Level 1— Level 2—
Reactive Standardized Level 3— Level 4—
Tactical Operational Integrated TA Optimized TA
Recruiting Recruiting

Agencies / Third-Party Recruiters 12% 8% 8% 4%

Job Fairs / Recruiting Events 4% 4% 6% 5%

Job Boards or Search Engine Aggregators 18% 18% 14% 9%

Company Websites 19% 16% 18% 25%

Professional Networking Sites 9% 10% 11% 11%

Professional Associations 3% 1% 4% 2%

General Social Media 3% 1% 3% 2%

Campus Recruiting 7% 8% 7% 11%

Candidate Pools 3% 2% 3% 2%

Employee Referrals 10% 14% 14% 15%

Internal Candidates 12% 16% 13% 17%

Other Sources 1% 1% 1% 0%
Source: Bersin by Deloitte, 2014.

Note: For definitions of source of hire metrics, please see “Appendix I: Definitions.”

Copyright © 2015 Deloitte Development LLC. All rights reserved. 47

 Appendix VI: Tear Sheets

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 48
 O N E - PA G E S U M M A R I E S O R “ T E A R S H E E T S ”
The following pages include all of the previous data—company size, industry, and maturity level—by business
type. These summaries are meant to serve as compilation pages in which you can input your company-specific
APPENDIX VI: TEAR SHEETS

data for comparison; these pages can be helpful when compiling dashboards or scorecards. These tear sheets
can also serve as guides for benchmark discussions and development.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 49

 Tear Sheet for Key Metrics by Company Size *
Mid- to ADD YOUR
U.S. Total Midsize Large Enterprise-Level
Large-Size DATA
Spending and Staffing Metrics
Cost per Hire—All Positions $3,976 $5,380 $4,602 $3,202 $3,139
APPENDIX VI: TEAR SHEETS

Cost per Hire—Entry Level $3,584 $4,182 $4,207 $3,109 $3,253

Cost per Hire—Experienced $3,849 $5,582 $3,808 $2,885 $3,029
Cost Per Hire—Executive $6,614 $9,405 $5,862 $4,886 $5,262
Change in TA Spending 7% 11% 12% 12% 3%
TA Staff Members per 100 New Hires 3.3 4.1 2.9 3.4 2.8
TA Contractors per 100 New Hires 4.3 3.4 7.1 6.7 3.6
Change in TA Headcount 9% 13% 14% 10% 5%
Change in TA Contractor Usage -3% 7% 13% -9% -9%
Spending Allocations
Job Sourcing Costs 24% 28% 23% 22% 23%
Prehire Assessments 6% 7% 8% 8% 5%
Background Check, Eligibility-to-Work, and Drug
11% 10% 14% 12% 10%
Testing Expenses
Travel Expenses (Candidates and Recruiters) 9% 8% 9% 6% 11%
Employee Referral Awards / Payments 5% 7% 4% 5% 5%
Recruitment Process Outsourcing (RPO) Fees 8% 7% 7% 10% 9%
Recruiting System / Technology Costs 12% 13% 13% 11% 11%
Non–Labor Related Office Costs 4% 3% 3% 4% 4%
Recruiting Contractor Costs 9% 8% 8% 8% 9%
Marketing Expenses 10% 10% 10% 13% 10%
Other Expenses 1% 0% 1% 2% 2%
Spending Allocations by Source of Hire
Agencies / Third-Party Recruiters 18% 19% 18% 17% 18%
Job Fairs / Recruiting Events 8% 8% 10% 6% 9%
Job Boards or Search Engine Aggregators 19% 22% 18% 20% 17%
Company Websites 11% 9% 11% 11% 12%
Professional Networking Sites 12% 15% 16% 14% 9%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 50

 Tear Sheet for Key Metrics by Company Size * (cont’d)
Mid- to ADD YOUR
U.S. Total Midsize Large Enterprise-Level
Large-Size DATA
Spending Allocations by Source of Hire (cont’d)
Professional Associations 4% 3% 2% 3% 4%
APPENDIX VI: TEAR SHEETS

General Social Media 4% 4% 4% 4% 5%

Campus Recruiting 8% 5% 6% 6% 10%
Candidate Pools 2% 2% 3% 2% 2%
Employee Referrals 7% 7% 8% 9% 7%
Internal Candidates 6% 5% 4% 7% 6%
Other Sources 0% 0% 0% 0% 1%
Talent Acquisition Productivity
Entry-Level Position Time to Fill (in Days) 38 36 32 39 39
Experienced Position Time to Fill (in Days) 52 52 49 61 49
Executive Position Time to Fill (in Days) 70 71 65 80 68
Overall Time to Fill (in Days) 52 52 51 55 51
Open Job Requisitions per Recruiter 26 22 24 28 28
New-Hire Turnover 14% 14% 16% 14% 13%
Source of Hire
Agencies / Third-Party Recruiters 9% 10% 10% 9% 9%
Job Fairs / Recruiting Events 5% 5% 8% 4% 4%
Job Boards or Search Engine Aggregators 16% 21% 14% 18% 13%
Company Websites 19% 15% 19% 24% 19%
Professional Networking Sites 10% 13% 13% 10% 8%
Professional Associations 2% 2% 3% 2% 2%
General Social Media 2% 2% 2% 3% 2%
Campus Recruiting 7% 5% 5% 5% 10%
Candidate Pools 3% 3% 2% 1% 3%
Employee Referrals 12% 13% 11% 13% 12%
Internal Candidates 14% 10% 11% 11% 17%
Other Sources 1% 1% 0% 1% 1%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 51

 Tear Sheet for Key Metrics by Industry*
Banking / Business ADD
Financial Services / Healthcare Manufacturing Technology YOUR
Services Consulting DATA
Spending and Staffing Metrics
APPENDIX VI: TEAR SHEETS

Cost per Hire—All Positions $4,323 $4,300 $3,033 $5,611 $4,325

Cost per Hire—Entry Level $4,126 $4,431 $4,690 $3,841 $3,743
Cost per Hire—Experienced $3,808 $4,601 $3,710 $4,681 $2,611
Cost Per Hire—Executive $6,048 $9,150 $4,171 $8,146 $9,861
Change in TA Spending 3% 12% 16% 7% 13%
TA Staff Members per 100 New Hires 4.7 4.2 3.8 3.5 2.7
TA Contractors per 100 New Hires 2.1 1.7 5.8 9.9 9.0
Change in TA Headcount 7% 12% 13% 4% 16%
Change in TA Contractor Usage -6% -6% 8% 4% 13%
Spending Allocations
Job Sourcing Costs 32% 32% 18% 20% 26%
Prehire Assessments 8% 6% 8% 6% 5%
Background Check, Eligibility-to-Work, and Drug
12% 7% 18% 9% 8%
Testing Expenses
Travel Expenses (Candidates and Recruiters) 8% 10% 7% 9% 9%
Employee Referral Awards / Payments 7% 10% 5% 7% 8%
Recruitment Process Outsourcing (RPO) Fees 6% 4% 5% 12% 9%
Recruiting System / Technology Costs 9% 13% 10% 13% 14%
Non–Labor Related Office Costs 3% 4% 4% 4% 4%
Recruiting Contractor Costs 7% 5% 7% 9% 12%
Marketing Expenses 8% 9% 20% 10% 5%
Other Expenses 2% 0% 0% 1% 2%
Spending Allocations by Source of Hire
Agencies / Third-Party Recruiters 18% 20% 10% 20% 18%
Job Fairs / Recruiting Events 8% 10% 10% 7% 6%
Job Boards or Search Engine Aggregators 22% 13% 21% 16% 14%
Company Websites 10% 8% 22% 9% 6%
Professional Networking Sites 12% 14% 7% 11% 20%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 52

 Tear Sheet for Key Metrics by Industry* (cont’d)
Banking / Business ADD
Financial Services / Healthcare Manufacturing Technology YOUR
Services Consulting DATA
Spending Allocations by Source of Hire (cont’d)
APPENDIX VI: TEAR SHEETS

Professional Associations 2% 3% 4% 6% 4%
General Social Media 3% 6% 4% 5% 5%
Campus Recruiting 7% 7% 6% 7% 12%
Candidate Pools 2% 4% 2% 1% 3%
Employee Referrals 10% 11% 7% 8% 8%
Internal Candidates 6% 3% 8% 9% 5%
Other Sources 0% 1% 0% 0% 0%
Talent Acquisition Productivity
Entry-Level Position Time to Fill (in Days) 34 35 35 33 42
Experienced Position Time to Fill (in Days) 49 45 50 56 49
Executive Position Time to Fill (in Days) 66 68 70 75 62
Overall Time to Fill (in Days) 47 55 48 54 51
Open Job Requisitions per Recruiter 26 24 34 22 23
New-Hire Turnover 14% 11% 17% 10% 11%
Source of Hire
Agencies / Third-Party Recruiters 9% 10% 6% 12% 13%
Job Fairs / Recruiting Events 4% 4% 7% 3% 3%
Job Boards or Search Engine Aggregators 15% 15% 17% 15% 14%
Company Websites 20% 10% 31% 16% 13%
Professional Networking Sites 9% 11% 5% 10% 14%
Professional Associations 1% 3% 3% 4% 2%
General Social Media 2% 3% 2% 3% 2%
Campus Recruiting 3% 14% 4% 8% 11%
Candidate Pools 4% 4% 2% 2% 2%
Employee Referrals 15% 18% 7% 11% 15%
Internal Candidates 18% 8% 14% 14% 12%
Other Sources 0% 1% 1% 1% 0%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 53

 Tear Sheet for Key Metrics by Maturity Level *
Level 2—
Level 1— ADD YOUR
Standardized Level 3— Level 4—
Reactive Tactical
Recruiting
Operational Integrated TA Optimized TA DATA
Recruiting
Spending and Staffing Metrics
APPENDIX VI: TEAR SHEETS

Cost per Hire—All Positions $3,258 $3,852 $5,088 $6,465

Cost per Hire—Entry Level $3,059 $4,285 $4,143 $3,518
Cost per Hire—Experienced $3,003 $4,043 $4,917 $4,459
Cost Per Hire—Executive $6,410 $5,893 $6,984 $12,289
Change in TA Spending 7% 6% 10% 10%
TA Staff Members per 100 New Hires 4.3 2.6 3.1 3.1
TA Contractors per 100 New Hires 4.8 0.9 8.5 6.3
Change in TA Headcount 9% 10% 12% 5%
Change in TA Contractor Usage -2% -16% 1% 12%
Spending Allocations
Job Sourcing Costs 26% 25% 20% 24%
Prehire Assessments 7% 5% 6% 7%
Background Check, Eligibility-to-Work, and Drug
12% 10% 10% 10%
Testing Expenses
Travel Expenses (Candidates and Recruiters) 5% 12% 12% 10%
Employee Referral Awards / Payments 6% 5% 6% 7%
Recruitment Process Outsourcing (RPO) Fees 7% 7% 10% 14%
Recruiting System / Technology Costs 10% 13% 12% 10%
Non–Labor Related Office Costs 4% 3% 6% 2%
Recruiting Contractor Costs 9% 10% 7% 7%
Marketing Expenses 11% 9% 10% 9%
Other Expenses 3% 2% 1% 0%
Spending Allocations by Source of Hire
Agencies / Third-Party Recruiters 19% 19% 18% 11%
Job Fairs / Recruiting Events 9% 6% 9% 11%
Job Boards or Search Engine Aggregators 22% 20% 15% 12%
Company Websites 11% 9% 10% 18%
Professional Networking Sites 11% 14% 13% 8%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

Copyright © 2015 Deloitte Development LLC. All rights reserved. 54

 Tear Sheet for Key Metrics by Maturity Level * (cont’d)
Level 2—
Level 1— ADD YOUR
Standardized Level 3— Level 4—
Reactive Tactical
Recruiting
Operational Integrated TA Optimized TA DATA
Recruiting
Spending Allocations by Source of Hire (cont’d)
APPENDIX VI: TEAR SHEETS

Professional Associations 4% 3% 5% 3%
General Social Media 4% 4% 5% 7%
Campus Recruiting 6% 11% 8% 6%
Candidate Pools 2% 2% 2% 2%
Employee Referrals 6% 7% 10% 11%
Internal Candidates 5% 5% 5% 10%
Other Sources 1% 1% 0% 2%
Talent Acquisition Productivity
Entry-Level Position Time to Fill (in Days) 39 38 39 28
Experienced Position Time to Fill (in Days) 52 52 51 50
Executive Position Time to Fill (in Days) 74 69 68 68
Overall Time to Fill (in Days) 55 50 52 44
Open Job Requisitions per Recruiter 25 27 22 27
New-Hire Turnover 17% 15% 11% 10%
Source of Hire
Agencies / Third-Party Recruiters 12% 8% 8% 4%
Job Fairs / Recruiting Events 4% 4% 6% 5%
Job Boards or Search Engine Aggregators 18% 18% 14% 9%
Company Websites 19% 16% 18% 25%
Professional Networking Sites 9% 10% 11% 11%
Professional Associations 3% 1% 4% 2%
General Social Media 3% 1% 3% 2%
Campus Recruiting 7% 8% 7% 11%
Candidate Pools 3% 2% 3% 2%
Employee Referrals 10% 14% 14% 15%
Internal Candidates 12% 16% 13% 17%
Other Sources 1% 1% 1% 0%
* Percentages may not total 100% due to rounding. Source: Bersin by Deloitte, 2014.

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 Appendix VII: Table of Figures

Copyright ©Copyright
2015 Deloitte
© 2015
Development
Deloitte Development
LLC. All rights
LLC.
reserved.
All rights reserved. 56
 TA B L E O F F I G U R E S
A P P E N D I X V I I : TA B L E O F F I G U R E S

Figure 1: Talent Acquisition Benchmarking Metrics 4

Figure 2: Year-over-Year Change in Talent Acquisition Spending by Industry, 2013–2014 7
Figure 3: Cost per Hire by Industry, 2014 8
Figure 4: Talent Acquisition Contractors and Employees per 100 New Hires by Industry, 2014 10
Figure 5: Spending Allocations by Source of Hire, 2011 versus 2014 13
Figure 6: Source of Hire, 2011 versus 2014 15
Figure 7: 12-Month New-Hire Turnover by Industry, 2014 16
Figure 8: Time to Fill (in Days), 2014 17
Figure 9: Cost per Hire by Maturity Level, 2014 18
Figure 10: 12-Month New-Hire Turnover Rates by Maturity Level, 2014 19
Figure 11: Respondent Count (Unweighted) 28
Figure 12: Respondents by Industry (Unweighted) 29
Figure 13: Spending and Staffing Metrics by Company Size, 2014 31
Figure 14: Spending Allocations by Company Size, 2014 32
Figure 15: Spending Allocations by Source of Hire by Company Size, 2014 33
Figure 16: Talent Acquisition Productivity by Company Size, 2014 34
Figure 17: Source of Hire by Company Size, 2014 35
Figure 18: Spending and Staffing Metrics by Industry, 2014 37
Figure 19: Spending Allocations by Industry, 2014 38
Figure 20: Spending Allocations by Source of Hire by Industry, 2014 39
Figure 21: Talent Acquisition Productivity by Industry, 2014 40
Figure 22: Source of Hire by Industry, 2014 41
Figure 23: Spending and Staffing Metrics by Maturity Level, 2014 43
Figure 24: Spending Allocation by Maturity Level, 2014 44
Figure 25: Spending Allocations by Source of Hire by Maturity Level, 2014 45
Figure 26: Talent Acquisition Productivity by Maturity Level, 2014 46
Figure 27: Source of Hire by Maturity Level, 2014 47

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