30-45 days
Average time-to-hire UK
15-25 days
Target for operational roles
30-45 days
Target for middle management
30-40%
Gain with automation
Definition
Time to Hire refers to the time elapsed between when a candidate enters the recruitment process (typically their application) and when they accept the job offer. It differs from Time to Fill which measures the time between role opening and role filled.
Time to Hire vs Time to Fill: What's the Difference?
Time to Hire vs Time to Fill
| Critère | Time to Hire | Time to Fill |
|---|---|---|
| Starting point | First application received | Official role opening |
| Finishing point | Offer acceptance | Offer acceptance |
| What it measures | Selection process efficiency | Overall recruitment duration |
| Action levers | Reduce steps, accelerate decisions | Attract more candidates, sourcing |
| Usage | Optimise internal process | Macro recruitment view |
Benchmarks by Position Type
Target Time to Hire by Role Category
| Category | Target Time to Hire | Recommended Interviews | Specifics |
|---|---|---|---|
| Operational / Entry-level roles | 15-25 days | 1-2 | Simplified process, large pipeline |
| Technicians / Supervisors | 20-30 days | 2-3 | Technical tests required |
| Middle managers | 30-45 days | 3 | In-depth management evaluation |
| Senior / Expert roles | 45-60 days | 3-4 + assessment | Restricted market, complex negotiation |
| Hard-to-fill (IT, data) | 60-90 days | 3 | Tight market, Time to Fill priority |
Factors Extending Time to Hire and How to Address Them
1
Too Many Stakeholders in the Process
Each additional person adds agenda constraints. Solution: limit stakeholders to those adding real value to the decision, delegate appropriately.
2
Lack of Clear Decision Criteria
Without a scorecard, discussions drag on. Solution: define criteria and acceptance thresholds BEFORE launching recruitment.
3
Interviewer Unavailability
Managers delay interviews due to time constraints. Solution: block dedicated time slots in diaries, treat recruitment as strategic priority.
4
Ineffective Candidate Communication
Slow response times, interview scheduling difficulties. Solution: automate communications and use online scheduling tools.
Balancing Speed and Quality
Drastically reducing Time to Hire by cutting essential steps degrades recruitment quality. A bad hire costs 150-200% of annual salary — far more than a process extended a few days. The aim is eliminating dead time and non-value-added steps, not rushing critical decisions.
Strategies to Reduce Time to Hire Without Compromising Quality
- Digitalise and automate administrative tasks
Acknowledgements, scheduling: 30-40% gain on repetitive tasks
- Structure interviews with standardised guides
More efficient, accelerate decision-making
- Parallelise process steps
Run technical tests during pre-selection, not after all interviews
- Reduce interview rounds to maximum 3
HR + technical/role + line manager: beyond that, no added value
- Create an active talent pool
Pre-qualified profiles = immediate start when role opens
- Set internal SLAs per step
48-hour response, 24-hour feedback, 5-day final decision
0/6 effectué(s)0%
Frequently Asked Questions about Time to Hire
How to calculate time-to-hire precisely?
Count calendar days (not working days) between the successful candidate's application date and offer acceptance date. For finer analysis, also calculate active working days excluding candidate wait times (reflection period, notice). Calculate average time-to-hire across all hires in a period, then segment by role type to identify problem areas.
Should notice period be included in time-to-hire?
No, time-to-hire ends at offer acceptance. Notice period is part of another metric: Time to Start (duration until actual start date), which complements time-to-hire for complete recruitment duration visibility. For urgent roles, account for Time to Start early in planning to manage interim cover.
Is very short time-to-hire always positive?
Not necessarily. Abnormally short time-to-hire (under 10 days for a management role) may indicate an overly light process that fails to properly evaluate candidates, or excessive internal pressure leading to quality compromises. The goal is optimal balance between speed and quality, not pure speed. Sweet spot is typically 25-30 days for management roles with excellent Quality of Hire.
How to reduce time-to-hire without compromising quality?
Most effective levers without quality impact: automate administrative tasks (acknowledgements, scheduling), standardise interviews with structured guides, parallelise steps (technical tests during pre-selection), reduce interview rounds to 3 maximum, set internal SLAs (48-hour response, 24-hour feedback, 5-day decision), and activate existing talent pools for pre-qualified profiles.
What tools to use for measuring and optimising time-to-hire?
An ATS (Applicant Tracking System) is the reference tool: automatically calculates time-to-hire per hire, identifies slowest steps and provides overall statistics. Without an ATS, an Excel spreadsheet with key dates (application, first interview, offer, acceptance) lets you track performance. Platforms like Aurelia integrate these analyses and precisely identify bottlenecks in your process.
Calculate and Optimise Your Time to Hire with Aurelia
Automatic statistics per hire, identification of process-slowing steps, task automation and internal benchmarks.