An indication of how well recent hires are performing within their positions.
New Hire Performance Satisfaction represents a survey index or set of questions posed to the managers of recent hires to determine the performance levels of those recent hires.
Organisations can use a gauge of new hire performance to assess the effectiveness of the recruiting process in delivering high-quality, well fitting candidates. Employers may choose to wait until employees receive their first performance appraisal and use the appraisal rating as an indication of new hire performance.
However, the recruiting function may find it more useful in modifying processes to receive feedback closer in time to the actual hiring decision.
Early feedback on performance three to six months post-hire may be considered more directly telling of recruiting effectiveness, while a performance rating a year into the employee’s tenure may be influenced by many other factors.
Survey questions for the managers of recent hires typically assess how well new employees are meeting expectations, how well they are adapting to the organisation’s culture, whether their skills and experience match what was described in the interview process, and their likelihood of success.
Organisations typically source data for this measure from performance reviews or responses to one or more questions from surveys for managers of new employees. The survey data is most useful if it is delivered consistently at a certain point of tenure, e.g. within three to six months.
Employers may analyse this measure by organisational unit, location, occupation, job function, pay grade, employment level or job family to assess recruiting process effectiveness among various job categories.
As a subjective measure of performance, New Hire Performance Satisfaction will only be as accurate as the perceptions of surveyed managers elicited by the survey.
Since true performance or fit with a role is sometimes not apparent for months or even years, the recruiting function should also solicit feedback from separation data at all tenure levels to evaluate recruiting effectiveness.
The scale used for the index or survey question responses will influence targets for this measure. Targets based on benchmark groups will only apply if other organisations use sufficiently comparable survey questions and survey methodology.
Organisations would aim for as high a level of manager satisfaction with new employee performance as is reasonably achievable given the organisational context.