DevScore Introduces Developer Acquisition Functionality

Candidate_Notes

Finding the right software developer just got a lot easier for HRs, recruiters, & hiring managers.

DevScore’s new Acquisition functionality enables HR staff to easily source and vet talented developers that are actively looking for work.

Recruiters can now literally source, vet, & interview developers in minutes.

3 August 2017 — DevScore, the software developer skills-assessment SaaS (Software-as-a-Service) that launched earlier this year at HR Tech World, has introduced a brand new Acquisition feature — one that complements and works seamlessly with its existing functionality — bringing recruiters, hiring managers, and HR a complete candidate-matching, acquisition, assessing, and digital screening service.

Customers can now make targeted developer searches based on actual coding experience; an industry first — a feature that just didn’t exist before in HR tech. They can also filter results by skills, experience, and geographical location easily; allowing them to cherry pick the exact software development talent they need for their business’ individual requirements.

Sourcing_Results

DevScore’s unique and rapidly growing database contains millions of developers. The new Acquisition function finds and connects with those that are actively looking for work.

“In the fast-paced world of software development, acquisition, assessing, and hiring great people quickly is business-critical,” explains DevScore founder, Peter Cummings. “With the new Acquisition feature, recruiters can now literally go from initial sourcing to potentially interviewing a candidate in minutes.”

The Acquisition function is a direct challenge to job boards and candidate sourcing companies that lack the depth of understanding needed to make fully-informed hiring recommendations. These platforms largely use simplistic text-based matching software and lack any sort of advanced assessment and selection criteria. However, up until now coding analysis just hasn’t been available to recruiters.

Candidate_Profile

“There are loads of sites where you can hire recruiters and freelancers,” says Cummings. “But it’s important that you can qualify how good a developer is. There’s always a chance some will exaggerate their CVs, but without any form of code analysis, recruiters can’t get an accurate picture of what a developer can and can’t do. DevScore can literally see what the coder has created and assesses the quality of their code; which enables us to understand how they stack up among their peers.”

Within the Acquisition tool, users can create a customise specific search; filtering developer information by numerous criteria — including experience, flexibility, skills, and location. In addition, searches can be saved and lists can be easily downloaded by users. And where no exact data immediately exists for a chosen set of criteria, customers can create a notification that will let them know when there’s a specific match. Also, API integration makes it easy to pull in DevScore functionality to any job board or talent acquisition tool.

“Everyone who wants to be a developer, can be,” says Cummings. “It’s unlike most other jobs. Your contributions and experience are highly visible. The Acquisition module can help determine which who’s an expert and who’s a novice — reducing the time-to-hire and increasing the quality-of-hire.”

About DevScore:

DevScore enables recruiters and HR staff – even the non-tech savvy – to accurately assess and validate a developer’s skills and experience in an easy understandable format. No need to scan every resume anymore – now you can compile a shortlist with the right candidates in record time.

We scan code repositories across the internet, and analyse the code that developers have submitted. Using our analytics engine we are able to find out how many months the developer has actually used a language, framework, or a development style for. We then assign the developer a score – the DevScore – and from that provide a rank for the developer both worldwide and in the country where they live.

Advertisements
Moving Towards People Analytics Is Now Critical For HR | Featured Image

Moving Towards People Analytics Is Now Critical For HR

Moving Towards People Analytics Is Now Critical For HR | Main Image

HR as a whole has resisted a move towards people analytics for some time but the need is becoming critical.

Recent developments have provided employers with urgent reminders of just why:

  • One third of working life (or 80 working days per year) is spent on completing ‘administrative or repetitive tasks’ according to a new report, costing the UK service industry alone over £400 bn. For HR, not only is it unproductive time but it also diverts attention away from focusing on sourcing talent and employee engagement.
  • That’s not all. The Open University’s (OU) Business Barometer found that the skills gap is now costing the UK an estimated £2.2 billion per year. Delays and skills shortages are driving up recruitment costs as business are forced to pay more to attract the talent they need or turn to temporary workers and recruitment agencies.
  • The problem is compounded by the rise in failed hiring decisions identified by the Recruitment and Employment Confederation.

Moving towards people analytics is vital to help HR to address those issues and adopt a much needed a long-term approach to talent acquisition and retention. Deloitte’s 2017 Human Capital Trends Survey notes that people analytics is undergoing a ‘seismic shift’ and is now going mainstream but employers risk being left behind.

Effective people analytics enables HR access to ‘real-time analytics at the point of need in the business process’ according to Deloitte. In its most basic form, it enables HR to access live data through recruitment software to begin to build a picture of what exactly is shaping the success or otherwise of your hiring process.

The principles behind effective people analytics

For HR, it is essential that decisions related to talent acquisition and employee development are based on data. Hiring teams which are able to understand the benefits of this analysis and the way in which it ultimately impacts business performance and influence future hiring needs will be more successful in attracting talent. This is achievable with people analytics.

Understanding where to begin

Ask questions : Moving towards people analytics begins with the questions asked of your hiring process. For example, less than a quarter of UK business are confident in measuring their quality of hire. Asking questions about the retention levels of recent hires is the first step towards understanding that.

Know your key metrics : Knowing and understanding your metrics drives successful recruitment. Time to hire, the source of your most successful hires and the ratio of accepted versus rejected job offers are all examples of information provided by your recruitment software. Companies relying on manual recruitment or outdated HR technology will be hindered in measuring these metrics accurately.

Analyse the data : Understanding the underlying issues indicated by recruitment data enables HR to adjust hiring processes. For example high levels of candidate drop off rates may indicate a prolonged or repetitive application process. It may also indicate a lack of engagement with the talent in your pipeline. Time to hire is another crucial metric. The OU’s report found filling open jobs is problematic for three quarters of all employers – on average, it is taking one month and 24 days longer than expected. These are issues which can be identified and streamlined with effective HR technology.

The step towards evidence based HR

Simply put, evidence based HR means that hiring decisions are made with reference to supporting data, yet for too many organisations this is not the case. One in five hiring managers make snap decisions on candidates within one minute, according to research from TotalJobs.  Only one third wait until after the interview has ended. Data from your recruitment software should reinforce or challenge your final decision. The potential for human error and bias are also minimised through the use of data driven recruitment.

Once the obstacles to successful hiring are identified, HR can begin to address them and adopt a long-term approach to planning. People analytics can then help to predict the most likely source of your next new hire based on your data. Without this knowledge, it is impossible to improve your hiring process.

Getting started

Recruitment software is the most straightforward way for your business to move towards people analytics. It immediately reduces the time spent on time consuming ‘administrative or repetitive tasks’, streamlines the hiring process to minimise delays and reduces the potential for failed hiring decisions. Making that move is now critical for HR.

Advorto’s recruitment software provides workflow and structure across the entire hiring process, offering a dynamic database of candidates and analytics. Used by some of the world’s leading organisations, it provides a straightforward first step into people analytics and big data. Contact us today to take that first step.


If you want to share this article the reference to Kate Smedley and The HR Tech Weekly® is obligatory.

 

More Than “Time to Hire” in Recruitment Metrics

Recruitment

Recruitment and HR professionals like to talk about recruitment metrics and KPIs. In reality “time to hire” is often the major and mostly the only degree of a recruitment department effectiveness used by the management and even HR Managers to measure how the recruitment department of a respected company performs.

The problematic side of this KPI is that is involvement in recruitment process of other (important) parties like hiring managers, and that is how good and fast they are in decision-making, administration and even existing of notice periods (one of my former candidate’s boss on his previous job wanted to keep him for a couple of months by any means) makes “time to hire” ineffective measurement tool.

So, here are other recruitment KPIs you can use to measure and motivate your recruitment team. The list is not exhaustive and does not apply to be versatile. It is based on my own experience and not always supports the settled terminology:

  • Productive Index – the time from when a job opens until the first candidate is presented to a hiring manager by a recruiter (clear indication what is the time a recruiter has spent to find right candidates)
  • Hiring Manager vs. Recruiter Cooperation – the number of candidates presented before a final candidate was identified by an internal client (indicates a recruiter’s capability to build effective relations with a hiring manager)
  • Engagement Index – offers accepted vs. offers received (a recruiter should be able to connect firmly with a candidate to reach 100% value for this KPI)

I always believed that recruiters are 100% responsible for the recruitment process from time when a job opens until candidates are presented to a hiring manager as the interview process is more hiring manager’s responsibility.

There are also few indirect metrics which can assist to measure recruiter’s performance in a longer term perspective:

  • Replacement Index – how many replacements of candidates who did not pass a trial period a recruiter had to make through (some indirect but still you can use this to measure how a recruiter understands company needs, a hiring manager’s management style and corporate culture)
  • Candidate’s Success Index – measured by a candidate’s performance in fulfilling his or her first annual KPIs (very indirect)

Metrics

We can use a lot of metrics to evaluate how social networks and advertisements work for us or internal candidates index but the beauty of measuring recruitment, or any other corporate process, is not to issue reports or put the grades but to plan, optimize and improve in a distribution of resources.

About the Author

Andrey Verinchuk
Andrey Verinchuk

Andrey Verinchuk – talent acquisition and executive recruitment veteran, HR branding and Social Media enthusiast, spent many years in executive recruitment consultancy and in-house corporate talent acquisition management.

Twitter | LinkedIn


If you want to share this article the reference to Andrey Verinchuk and The HR Tech Weekly ® blog is obligatory.