PGA's: A new way to measure recruitment performance

Sergio Bertijn
DIQQ staff walking towards camera in Amsterdam with a tram in the background.

In the realm of recruitment, performance is paramount. Recruiters are often assessed based on Key Performance Indicators (KPIs), which traditionally focus on inputs such as the number of InMails, phone calls, and placements. At QGROUP, we've internally developed our own vision of how performance should be viewed. In this blog, I'll discuss our self-developed PGA model.

Traditional KPI models, with a strong focus on inputs, have several inherent disadvantages. Research indicates that driving inputs can lead to undesirable behavior and even ignoring the end results. At QGROUP, we believe that a different perspective on KPIs can have a more positive effect. That's why we introduced our PGA model, standing for Placement Generating Activities. Instead of focusing on the number of InMails, phone calls, or placements, we look at all activities contributing to generating placements. This encompasses a wide range of tasks and interactions, such as building and maintaining existing and new relationships with candidates and clients. The PGA model is flexible and allows for different methodologies. We believe there's no one-size-fits-all approach in recruitment. What works for one recruiter might not work for another. That's why we value diversity in approaches and encourage our recruiters to develop their own style, as long as it yields results.

How does the PGA model work in practice?

Each recruiter is awarded points for every placement generating activity they perform. These activities range from the number of accepted InMails to the number of filled vacancies. By assigning points to various activities, we acknowledge the different ways a recruiter can add value and contribute to the success of our company.

One of the key aspects of the PGA model is the focus on regular check-ins. We sit down weekly with each recruiter to discuss how they are doing, both personally and professionally. These check-ins aren't just to discuss performance but also to identify any obstacles they encounter and how we can support them in achieving their goals.

By steering on output and regularly checking in, we create a culture of openness, transparency, and continuous improvement. Recruiters feel supported and encouraged to do their best, knowing their efforts are recognized and rewarded, regardless of the specific way they perform their work. The PGA model has led to improved performances of our recruiters and increased satisfaction and engagement.

To further motivate and reward our recruiters for their outstanding performance, we periodically hand out incentives to the top performers. We organize an incentive for these top performers. These incentives serve not only as a reward for their hard work and dedication but also as a source of motivation for others to continue to commit themselves and improve their performances. In this way, we create a culture of healthy competition. Handing out incentives to our top performers is just one of the many ways we at QGROUP strive to recognize and reward performance.

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