We’ve interviewed thousands of staffing professionals from businesses of all sizes, functions, and industries, and we’ve learned that the most unified, efficient staffing firms have a deep understanding of their business. How? They go beyond measuring “fill rate” and “time-to-fill”. These high performing businesses closely watch a set of key metrics to give them better insight into how their entire operation is running from start to finish.
What KPIs should you use, what do they tell you, and how do you measure them? Bonus: You’ll also learn how to measure each KPI with Bullhorn One.
Profitability and Margin
Time to Submit First Candidate
What is it?
Gross margin and Gross profit are two related metrics that are critical for understanding your business. Gross profit (GP) is the number of dollars of profit (dollars billed minus expenses and dollars paid) your business earns, while gross margin (GM) is the percentage of your total billable revenue that constitutes profits (dollars of profit divided by total revenue dollars).
What does it answer?
The most fundamental question answered by GP and GM is simple: how much money is my business actually making? However, financial data becomes a much more powerful tool when it lives in the same system as your ATS and CRM data and can be calculated at the level of each individual contract or placement.
When financial data is that granular, you can roll it up to easily answer a new set of important questions: How profitable is each line of my business? How does my margin differ by candidate source? What is my average profit per interview for a given team or segment? When you truly understand the successes (and failures) of each segment and activity of your business, you can then prioritize strategies and set goals to meaningfully improve growth and profitability.
How do you measure it?
Run a standard gross margin report for visibility into your business’ overall financial performance. Use ad-hoc reporting to segment your GM data to evaluate the profitability of each of your activities, prioritize resources, and proactively manage changing business conditions.
How can you use it?
If you’re in..
Leadership: Understand profit distribution within the business and guide strategic decision making. Which clients or segments deserve more attention? Which activities or recruiting strategies result in the best margins?
Recruiting: Decide which recruiting activities to focus on to maximize profits; margin also often factors into commissions.
Sales: Learn which clients have the largest impact on your bottom line with more accuracy than the job and placement volumes or total revenue alone.
Finance: Dive into tracking and understanding profits by looking at true GM by placement, allowing for stronger financial analysis and more opportunities for finance to have an impact on strategy.
Consider combining with Recruiter and Sales activity metrics to draw conclusions about your most profitable activities. Perhaps your recruiter who brings in the most profit turns out to also schedule the most interviews with candidates and make the most calls. Alternatively, you could have a team who has done a huge volume of placements but the report shows that gross margin is lower than expected.
The number of hours your workers have clocked for their active placements.
Analyzing timesheet actuals will help your business better understand overall candidate hours worked, such as how many hours did a candidate log last week or how many total hours were worked last month across all current placements?
Looking into timesheet actuals can also uncover how many overtime hours are being clocked, which could inform additional decisions to hire more candidates or review the shifts.
Use ad-hoc reporting to show timesheet details for your candidates currently on assignment. Organize the report by time (week, month, quarter) or by type of hours (regular, overtime, holiday).
Recruiters: Answer questions from contractors about their timesheets. Putting this data at their fingertips in the same system as their applicant tracking system (ATS) workflow radically streamlines the availability of this data.
Leadership: Estimate weekly revenue using timesheet data and track changes over time.
Consider combining with profitability and margin metrics to better inform financial and efficiency goals for the team and to more accurately report on the financial progress of the business.
The percentage of total job orders that a firm has successfully filled.
Fill rate is another efficiency measure that helps you understand if your firm is making the most out of its present opportunities. Because total placements are so important to your firm’s overall revenue, improving your fill rate is crucial to remaining profitable.
Improving fill rate is often an easier fix than increasing the total number of job orders overall so that the team is not spending time picking up more job orders they might be unable to fill.
Job orders filled divided by job orders received. Fill rate can easily be tracked on the Success Rates dashboard card, alongside hit rate (# of placements / # of client submissions). Fill rate can also be tracked on the Contact Fill Statistics dashboard card, providing visibility into overall fill rate percentages (along with submissions per interview and interviews per placement) for all the jobs associated with a given contact.
Leadership team: Make decisions on how to be more efficient and determine where to spend more or less time.
Sales: Pitch this data to prospective clients as a measure of how efficient or successful the team is.
Recruiting: Evaluate the placement success rate of your recruiters and teams, and help track new-hire ramp-up. You can also use Contact Fill Statistics to understand which people in your database are associated with high or low fill rates
Consider combining with time to fill and job coverage to more accurately track improvements to your recruiting efficiency. Create an informal health score on your performance metrics/recruiting process and fix holes in your screening. You can also look at hit rate alongside fill rate to evaluate how effectively your recruiters fill the jobs for which they submit a candidate.
The percent of account contacts at a given client or prospective customer you have contacted over time.
Account engagement is a key metric to understand the quality of your customer relationships and where to focus your time and resources. How has your level of engagement with this client changed over time? Which accounts have gone dark? Where should you focus my efforts in order to maintain positive relationships?
Use the Account Engagement Dashboard Card, part of our Pulse suite of email-tracking-driven relationship-insights technology. This card displays the ratio of client contacts with which you’ve exchanged emails to total client contacts graphed per month or per year.
Sales: Evaluate which of your clients are engaged with you and which might be needing some additional communication.
Anyone: Quickly learn about your business’ contact history with a particular company in the event that you are unfamiliar with a given account.
Consider combining with financial data like Invoice Aging and other Pulse relationship insights cards like Email Conversation Activity, Most Responsive Contacts, and Top Engaged Coworkers work well with Account Engagement, and together they provide a comprehensive view into the health of your client relationships.
The percentage of workers coming off assignment who are then redeployed by your firm to another new assignment.
How effectively is your business retaining your candidate pool over time? Redeploying candidates is a great way for your firm to maintain relationships with candidates and maintain the stream of revenue from that particular placement.
Look at the total number of workers coming off assignment each month, and divide the number who are redeployed by the total. You can also look at the average time it takes to redeploy a worker to further optimize retention.
Leadership: Evaluate redeployment rates over time and develop strategies to improve your candidate retention.
Recruiters: Look at the redeployment rates for your candidates to evaluate their performance over time.
Consider combining with GM/GP in the context of redeployment can help you evaluate which of your redeployment strategies result in the largest profits for your firm.
The time between a new job order being received and the submission of the first candidate to the client for consideration.
In recruiting, time is everything. The faster you submit top candidates to a new job order, the better the chances are for a placement. Analyzing time to submit can also help answer:
The Response Times dashboard card provides data on time to first Internal Submission, time to first Client Submission, and time to fill. This card can be filtered down to view only the data for a given time frame, recruiter, department, and more. You can also create ad-hoc reports in Canvas for more specific cuts of data.
Leadership: Evaluate which business segments or teams have the easiest time finding and submitting qualified candidates.
Recruiting: Track team efficiency, evaluate new-hire ramp-up, and identify recruiters who need improvement.
Operations: Track improvements to processes that drive document management and candidate communication/points of contact as onboarding processes will often affect time to submit.
Consider combining with time to fill and fill rate. Combining time to submit with other recruiting velocity and success-rate KPIs provides a more complete view into how efficiently and successfully your team navigates each stage of the recruiting process.
The length of time invoices have been in your system without having been paid.
It lets you know who you have to follow up with, where you need to take action and determine which clients are reliable and valuable. By aggregating across your customers, it also allows you to evaluate the overall efficiency of collections within your business.
In Bullhorn Canvas, pull the pre-built report for invoice aging, or create an ad-hoc report by pulling accounts receivable transaction by client and invoice paid status.
Leadership: Understand the health of your business and if you are going in the right direction.
Sales/Recruiting: Reduce invoice aging across your business.
Account managers: Empower yourself with relevant account information without making them rely on your billing team.
Billing team: Provide the visibility you need into client invoice aging history in a centralized system.
Consider combining with Pulse relationship-insights like Account Engagement to help understand your firm’s history and relationship with a given account.
Pipeline velocity measures the average time it takes for a sales opportunity to move from one stage to another - for example, from Prospecting or Qualifying to Closed-Won. An important piece of this is also what percentage of opportunities in the first status ever reach the second.
Pipeline Velocity answers questions about how efficient your sales processes are, either individually or in aggregate:
Use the Pipeline Velocity dashboard card to easily view this KPI for your whole business, or specify department, recruiter, client, date range, industry, and more.
Sales - Evaluate sales efficiency similarly to how time to submit is used to look at recruiting efficiency.
Legal - Analyze the efficiency of your contracting process.
Consider combining with time to fill or win rate. These metrics can provide actionable insights into the success of the sales or recruiting teams and help the entire business increase visibility into where to focus attention or resources.
Job coverage KPIs and analytics allow you to look at the relative burden of each recruiter regarding the number of jobs they are working at any given time. Additionally, job coverage reporting helps quickly identify jobs for which important actions (interviews, internal submissions, and client submissions) have not yet been taken.
Job coverage provides insight into a few key areas of your business, including:
Use our Jobs Without Coverage dashboard card in the ATS to quickly view jobs added in a specified time range that are missing important activities. Use Canvas or the Job list view to pull data about the number of jobs each recruiter is assigned.
Leadership: Stay on top of potential inefficiencies resulting from poor or imbalanced job coverage.
Recruiting: Identify and prioritize jobs that require action.
Consider combining with redeployment rate. Combining these two metrics helps the recruiting team understand where to devote resources or where there is enough existing coverage to ensure all candidates are placed or redeployed in a timely manner.
Win rate is a calculation of total opportunities won based on the total number of opportunities created.
Analyzing win rate can help uncover valuable insights into areas of success or those that could be improved. Where in the sales process are deals falling through? How are key competitors affecting win rate? Win rate can inform key decisions on what is or isn’t working within the sales process, the product/solutions being sold, or the competitive landscape in the industry.
Add up the number of opportunities won and divide by the total number of opportunities created.
Leadership: Understand the overall success of the team and track changes over time based on increased competition or changes in the industry.
Sales: Evaluate where the successes and failures of the team are and better understand where to focus efforts to maintain or improve the rate.
Consider combining with fill rate or any other sales or recruiter velocity KPI. Joining win rate with time to fill will provide a clear picture of what is working within the business and where the process needs to improve in order to grow revenue.
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Executive Vice President of Enterprise and Salesforce
Ryan Murphy is the Executive Vice President of Enterprise and Salesforce. He began his 10-year career at Bullhorn as a finance and sales intern, affording him a 360-degree view of the software-as-a-service industry and Bullhorn’s business model. Prior to his current role, Ryan served as an Enterprise Account Executive where he honed his customer-first leadership style and championed Bullhorn’s offerings to its most strategic clients. Today, Murphy is charged with leading the enterprise strategy and go to market for both Bullhorn and Bullhorn for Salesforce, enabling customers to maximize their investments on both platforms and deliver an incredible experience to their customers and candidates. Ryan has a Bachelor of Arts in Business Administration from Boston University.
VP of Alliances and Business Development
Nina Eigerman is Bullhorn’s VP of Alliances and Business Development, responsible for the company’s technology and services partnerships. Prior to joining Bullhorn, Nina ran the Business Services practice at G2 Capital Advisors, helping agencies and their providers with capital market transactions. Earlier in her career, she was the President of Aquent Solutions and a consultant with McKinsey & Company. She also ran a full desk at a-connect, a global strategic staffing firm. Nina has a Bachelor of Arts from Harvard College and graduated from the MIT Sloan School of Management.
SVP, Client Services & Support
As Senior Vice President of Services and Support, J.R. leads global client services, professional services, and support for all Bullhorn product lines. J.R. directs both the company’s customer service and professional service efforts around the world, engaging customers throughout all points in the customer journey, both proactively and retroactively, and delivering incredible customer experiences via transactional interactions and client engagements. He brings a broad range of customer service leadership skills and experience to the company, spanning performance management, employee and leadership development, organizational design, and strategy, all of which align to a focus on driving an incredible customer experience. Prior to joining Bullhorn, J.R. led call center optimization efforts for AT&T Mobility, directing the call center strategy for more than 100 contact centers. J.R. has spent 20 years working in the contact center space and held a number of key leadership roles prior to joining Bullhorn.
Executive Vice President of Corporate Development and International
Peter oversees Bullhorn’s international operations across EMEA and APAC in his role as Executive Vice President of Corporate Development and International. Peter joined Bullhorn in 2009 and was responsible for its highly successful UK launch. In addition to growing the international team to over 50 staff and establishing Bullhorn as the UK’s market leading recruitment software in fewer than three years, Peter has expanded Bullhorn’s reach into EMEA and APAC and achieved a user base of more than 10,000 international users. Prior to taking on the launch of Bullhorn in the UK, Peter spent 20 years working in the recruitment industry and held a number of senior director roles before moving into the technology space.
Chief People Officer
As the Chief People Officer, Kim is responsible for driving a highly effective people strategy, leading global talent acquisition, and directing training and learning programs while ensuring an engaging culture. Kim brings over 20 years of human resources management experience to Bullhorn. Prior to joining Bullhorn, Kim worked for Harvard University as the Director of Organizational Effectiveness and for E Ink Corporation as the Director of Human Resources. Kim started her career in the staffing industry as a recruiter placing temporary employees. Kim graduated magna cum laude with a Bachelor of Arts in Psychology from Syracuse University and has an Master of Science in Industrial/Organizational Psychology from Rensselaer Polytechnic Institute.
Chief Revenue Officer
As Bullhorn’s Chief Revenue Officer, Mike drives the company’s global revenue growth. Mike was one of the first 15 team members of Bullhorn Inc. in Boston and relocated to London in 2010 to start up the International team. In his 6 years in London, Mike drove regional expansion into the Netherlands, Germany, Singapore, and Australia. He has supplied cloud-based solutions to recruitment consultancies in over 50 different countries worldwide for the past 10 years. Mike was born and raised in the Boston-area where he grew up an avid sport fan. He earned his Bachelor of Science in Business Management from Babson College.
Chief Marketing Officer
As CMO, Gordon Burnes directs the company’s marketing and business development efforts, including product marketing, demand generation, PR, branding, creative, and Bullhorn Marketplace. He brings a broad range of skills and experience to the company across the product, marketing, sales, and business development functions to help drive growth. Gordon was previously the IBM executive in charge of worldwide marketing for the Risk Analytics group, which became the leading provider in the industry over the course of his tenure. Prior to IBM, Gordon ran marketing and business development for OpenPages, which was acquired by IBM in 2010. Gordon has a Bachelor of Arts in Anthropology from Harvard College and an MBA from Columbia University.
President and Chief Technology Officer
As President and CTO, Matt leads Bullhorn’s architectural, technical, and software design and development efforts. He also directs the product management team’s work defining product strategy, and global customer support and success. Since joining Bullhorn in 2004, Matt has held a variety of leadership positions managing the growth of various technical and services teams, including Vice President of Professional Services. Prior to Bullhorn, Matt worked at PricewaterhouseCoopers, specializing in systems process assurance for such companies as Fidelity and State Street Global Advisors. Matt holds a Bachelor of Science in Business Administration with a concentration in Finance from Boston University’s School of Management.
Founder & CEO
Art Papas is the Founder and CEO of Bullhorn, Inc, the global leader in software for the staffing & recruitment industry. Art was the original architect of Bullhorn’s flagship Customer Relationship Management (CRM) system, which now helps more than 8,000 companies around the world run their businesses. Art is the Chairman of the Board at Career Collaborative, an organization that teaches unemployed and underemployed adults how to build careers that change lives and strengthen families. In 2014, Ernst & Young named Art an EY Entrepreneur of the Year Award Winner in New England. Prior to starting Bullhorn, Art started his career as a software engineer at Thomson Reuters. Art is a graduate of Tufts University, holding a Bachelor of Science degree in Mathematics.
SVP, Workforce & Revenue Cloud
As Bullhorn’s SVP of Workforce & Revenue Cloud, Ed drives the company’s middle office strategy and overall product offering. Ed joined Bullhorn as part of the Peoplenet acquisition where he spent 7 years as the President/CEO leading up to the acquisition in late 2017. Prior to joining the Bullhorn family, Ed has spent his career designing, building and managing technology solutions for numerous Fortune 500 companies. He has been a Partner in an ERP-focused consulting firm, a CIO for a global pharmaceutical company, a supply-chain leader for a retail company and the leader of a services company from its inception to $50MM in revenue. Ed was born in Florida but has spent the last 20+ years in Atlanta, GA. Ed loves to play golf, tennis and basketball and occasionally gets out kite boarding when the wind is just right.
Ed holds a Bachelor of Science in Industrial and Systems Engineering from the Georgia Institute of Technology and an MBA from Goizueta Business School at Emory University.
SVP of Product and Salesforce
Jonathan Novich is SVP of Product and Salesforce for Bullhorn, the global leader in CRM and operations software for the recruitment industry. A staffing technology innovator, he has developed broad and deep product and technical experience consulting to staffing firms over the past 15 years. Jonathan has acted as an independent consultant for some of the largest staffing companies in the world and advised companies on acquisition targets.
At Bullhorn, he oversees product initiatives as more than 10,000 staffing companies rely on Bullhorn’s cloud-based platform to drive sales, build relationships, and power their recruitment processes from end to end. He graduated with honors from Princeton University, earning a Bachelor of Science in Engineering in Computer Science and a certificate in Operations Research.
Brian Sylvester is Bullhorn’s Chief Financial Officer (CFO) with more than 15 years of financial leadership experience. Brian leads Bullhorn’s financial, accounting, and legal functions. Prior to becoming CFO, Brian spent three years at Bullhorn in various finance & accounting roles. Prior to Bullhorn, Brian was Corporate Controller at Pegasystems, a global provider of business process management software where he scaled the finance organization during a period of 2.5x revenue growth. Brian began his career at PricewaterhouseCoopers in their technology audit practice.
Brian is a CPA in Massachusetts, has a Master’s of Science in Accounting from Boston College and a Bachelor’s of Science in Accounting from Bryant University.
SVP, Customer Success
As the Senior Vice President of Customer Success, Tamsyn leads Bullhorn’s Services and Customer Success teams. She is responsible for the successful delivery of all products and services globally and is committed to creating and maintaining incredible long-term customer experiences in the Candidate to Cash process. Tamsyn has been delivering implementations for over 25 years with companies such as SAP, Ariba, Zuora and Apttus: specializing in HR, Payroll, Procurement and Quote To Cash capability. She trained as a software engineer after studying Maths, Statistics, and Computing in England.
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