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The number of days between a candidate entering the process, or the role being opened, and the candidate accepting the offer. Organisations measure from different starting points, so the definition should be fixed before the number is tracked.
Recruiters usually report time to hire monthly, by role family, from dates recorded at each stage: applied or sourced, screened, interviewed, offered, accepted. Without those stage dates, the figure can be produced but not explained.
As an example, if accounts executive hires average 34 days, and the stage dates show 6 days to screen, 9 to schedule interviews and 14 waiting for the hiring manager's feedback, the problem is feedback rather than sourcing. Reporting the total alone would point the team at job boards.
A common reporting mistake is mixing internal transfers and referrals that skip stages with full external hiring in one average. Report them separately, and track drop-offs between offer acceptance and joining on their own, since notice periods and counter-offers act after time to hire has stopped.
It is the number of days from when a candidate enters the pipeline, by applying or being sourced, to when they accept the offer. Averaging it across hires shows how quickly the process moves a candidate through.
Time to fill starts when the requisition is approved and runs until the offer is accepted, so it includes the time spent finding candidates. Time to hire starts only once a specific candidate is in the process.
Normally no. It stops at offer acceptance, and the gap until the joining date is tracked separately, since notice periods in India can be long and are outside the recruiter's control.
Between stages rather than within them, such as waiting for interview feedback or approval of the offer. Recording a date for each stage shows where candidates sit idle.
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