Here's how you can gauge your success in meeting hiring targets using performance evaluations.

Setting clear hiring goals is essential for measuring success. Ensure they're specific, measurable, achievable, relevant, and time-bound (SMART). For instance, if aiming to reduce turnover, set a goal to hire candidates staying for at least two years. Comparing actual performance against these targets provides concrete metrics for success.

Set goals to yourself . Question yourself why, what, how and what is the result of your hiring process .How it effect your performance down the line. Gauge your own metrics and restrategize from time to time your hiring methods. Remember end of the day results--numbers visibility is all that matters. Not the favoritism nor the polished communication will work in recruitment's . Not only just the numbers but you have to meet all other parameters of recruitment efficiently,

Tracking key performance indicators (KPIs) like time-to-hire, quality of hire, and employee retention rates is essential. Meeting job expectations and contributing quickly reflects well on your recruiting process. Conversely, underperforming hires or frequent turnover may indicate the need to reassess hiring strategies.

As mentioned , Other than reaching your numbers .It's the quality of hire within the ROI within the Turn around time is all about your metrics. Understand out of how many profiles submitted vs how many reach offer stage and offer accepts and finally the joiners and with a long-term goal of how many retained vs absconded in short-time reveals your actual metrics. One prime metrics un-noticed is how far, your hires are satisfied and felt justified and for how many hires you are in the good books.

Assessing cultural fit during performance evaluations is crucial for gauging hiring success. Evaluate how well individuals align with company values and the work environment. Seamless integration into the culture correlates with higher productivity and job satisfaction, indicating successful recruiting efforts.

Bring the right skilled compatible to the job description is not a big deal. Many recruiters fail to get the right cultural fit to the organization. Recruiters always try to impress hiring managers from getting candidates from top companies . Understand not all top company candidates are good enough to your company. They can be overqualified and may not sustain for a long time (not applicable to all) But understand boundaries of your company, what is a right fit culturally and what you can bring on the table where hiring manager and candidate equally feel they are good enough to the organization.

Be ready anytime to take good and strong feedback too from management. Be open for adaptability and try to meet the realistic expectations from the stake holders and across business verticals. Feedback should necessarily doesn't mean appreciation in front of team or rewards. Satisfied stakeholders with your recruiting metrics for their projects is the biggest sign that you are rewarded indirectly.