By nature, I tend to follow my gut for knowing how things are going. But Signature uses metrics, so my boss keeps challenging me to look at the data.
Signature knows what it takes to build success—how many in-houses, how many resume submittals for each job, and how many interviews it takes to get us to a deal. I’ve come to appreciate how the data helps us see if we’re connecting our strategy to execution, and how it allows us to recalibrate activity. For example, do we need to allow more time for feedback before we submit new people to jobs, so that we don’t burn out our recruiters?
We look at standards for success every week, but daily measures are vital, too. If we’re behind when Friday rolls around, it’s difficult to hit numbers. I measure the success of each day by looking at how much I’ve been able to support my team. Four recruiters rely on me, so if I don’t feed them, their numbers suffer. I ask myself, did I get timely feedback? Did I get in front of the correct managers to ensure that my team’s work was validated? Our service is a process that’s tied to a lifecycle, which includes many people, so we all are impacted by how and what each person is doing.
The risk of relying on numbers as a measure of success is that there’s potential for commoditization of the business. It’s the “why” behind the numbers that helps us hit our goals and stay connected to our values. It’s more than simply hitting a target—take in-houses, for example. The “why” we want to meet people is that we want to build relationships and better serve our consultants and hiring managers. The “why” we want to recontact is to differentiate Signature and become a true partner.
The numbers tell us a story that allows us to be mindful of our values by reminding us of our standards and the “whys” behind them—working hard, being honest, and being friends. The data, along with my gut feelings, keep me on track with doing the right thing.