The KPI Reboot: OUT with the old ways and IN with the modern recruitment metrics
If you’ve read The Danger of Decorative Dashboards, you’ll know how easy it is for recruitment businesses to track numbers that look good but don’t drive action. Now this blog takes that thinking further. Here, we’re highlighting which traditional KPIs are outdated, and what to replace them with to build real growth and resilience.
It’s time for a KPI reboot for a digital-first era. We’re moving from quantity to quality, from activity to impact, and from vanity to value.
Below, we break down what’s OUT; the metrics that no longer serve you, and what’s IN; the modern metrics that future-proof your growth.
Out: Call volumes and call times
How likely are you to take a call from an unknown or silent number? Tracking call volumes and duration is increasingly obsolete and this metric no longer captures meaningful engagement. Most people avoid unknown numbers, and remote work plus mobile tech has made cold calls less effective. Worse, these metrics say nothing about the quality of these interactions.
In: Quality interactions across channels
Measure the impact of conversations, whether by email, social, or video. Track outcomes, follow-ups, and recorded activity. The focus shifts from hitting arbitrary call targets to building relationships that drive results. Remember, the metrics should include the actual outputs - what was achieved, a follow up schedule and what was recorded.
If it’s not on the system, it didn’t happen!
Takeaway: Measure true engagement, not raw numbers.
2. Out: Face-to-face meetings only
In-person meetings were once non-negotiable for new job briefs. Today, technology offers alternatives without sacrificing efficiency.
In: Communication that fits the client
Video calls can be very effective, if balanced with selective in-person interactions. Relying solely on virtual meetings can sometimes convey a lack of investment in the client relationship so the challenge lies in finding that balance between the convenience of video calls and the rapport-building of in-person meetings. And KPIs should measure the quality and outcomes of client engagement, not simply tally meetings.
Takeaway: Focus on outcomes, not locations.
3. Out: Number of CV sends
The practice of flooding clients with CVs in the hope of securing interviews can leave clients unhappy, candidates frustrated, and damage the credibility of the recruiter.
In: Real value in candidate selection
With social media and advanced candidate sourcing tools, clients are more discerning. They expect recruiters to present a carefully curated selection of highly relevant candidates. A more effective KPI focuses on tracking the conversion from CV to interview, as well as client satisfaction. Focus on relevance, understanding roles, and curating the best candidates. Quality over quantity builds client trust and drives better placements.
Takeaway: The CV flood doesn’t win clients. Curation is key.
4. Out: Net Promoter Scores as a vanity metric
If you’re collecting Net Promoter Scores (NPS) just to tick a box, you’re missing the point. Client and candidate satisfaction are crucial metrics in modern recruitment. They provide valuable insights into the quality of service and the overall effectiveness of the recruitment process.
In: Feedback that drives improvement
There is real value in NPS but only if you use client and candidate satisfaction scores to inform decisions, improve service, and link consultant performance (even compensation) to real outcomes. This encourages recruiters to focus on building long-term relationships rather than just closing quick deals.
Takeaway: Turn insights into better service.
5. Out: Candidate Acquisition Volume
More candidates ≠ more value. More is not always more! Many businesses still measure candidate acquisition, the number of new candidates they bring into the company’s ecosystem. This can lead to dissatisfied and disengaged candidates and adds little value for clients. It also makes the job more difficult for recruiters themselves.
In: Candidate Utilisation Metrics
Focus on active engagement with candidates to improve experience, build trust, and increase placement success. By measuring how often a recruiter actively works with each registered candidate, agencies can ensure that they're bringing value to every person in their talent pool. Measure meaningful interactions, the percentage of registered candidates presented for roles, placements and temp rebook rates. This shift can help recruiters build stronger relationships with their candidates and improve overall placement success rates.
Takeaway: Measure meaningful engagement, not registrations.
6. Out: Vacancy Fill Rates alone
You must be able to measure the scale of missed opportunities. Focusing solely on filled roles can encourage counterproductive behaviour: consultants might avoid registering certain vacancies to protect their averages. To grow and thrive, you need visibility of every client vacancy, filled or not.
In: Reducing Vacancy ‘Fail Rates’
This metric pushes recruiters to be selective about roles and invest time in understanding each vacancy. To implement this KPI, agencies should qualify job orders thoroughly, match candidates more effectively, and maintain clear communication with clients and candidates.
Even a modest 10% drop in failure rates can increase revenue by 30% - and that’s without additional hires or effort!
Takeaway: Raise revenue by reducing missed opportunities.
7. Out: Business Development call volumes
We’ve all used this metric to increase potential for fees, but chasing numbers is no way to build sustainable growth.
In: Nurture loyalty
Client loyalty is a key indicator of a recruitment agency's long-term success. By focusing on repeat business and deepening relationships with existing clients, recruiters can create a more stable and profitable business model.
Implementing this KPI might involve tracking the number of successful placements per client, the diversity of roles filled for each client, or the length of client relationships. This approach can lead to greater client knowledge, trust and influence, ultimately resulting in more consistent business and higher-quality placements.
Takeaway: Focus on the clients you have, not just the clients you want.
8. Out: Personal branding for consultants
In today's digital age, a recruiter’s personal brand can significantly impact their success. Yes, building a strong online presence and establishing oneself as a thought leader can attract both clients and candidates. In reality though, you want those consultants to promote your company’s brand, not their own.
In: Leverage employee reach for brand impact
Encourage employees to consistently share company content across social platforms. Track engagement, follower growth, and inbound inquiries to amplify your brand while boosting individual visibility. A disciplined approach to sharing, liking, and commenting ensures your company is seen as a trusted partner, strengthens B2B and B2C reach, and makes marketing efforts more effective. This works to build both the corporate brand and your employees’ professional profiles.
Takeaway: Align online employee activity with company growth.
Measure what’s meaningful
Modern KPIs measure value, not volume.
Track the impact your business delivers and maximise the work you’ve already done. By prioritising client satisfaction, candidate engagement, and meaningful outcomes, recruitment companies can strengthen relationships, build lasting brand loyalty, and drive measurable growth.
The real success comes from doing more with what matters, not more for the sake of numbers.
