Time to Hire Calculator
Measure time to hire and time to fill separately, break the delay down by funnel stage, and see which stage is actually costing you the days and the candidates.
Last reviewed by the Radiatus Cloud team
| Stage | Days in stage | Candidates entering | Pass through |
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Two metrics that get used interchangeably and should not be
Time to fill counts from the moment the requisition is approved to the moment the offer is accepted. It measures the whole process including sourcing. Time to hire counts from the moment a candidate enters the process to the moment they accept, so it measures how efficiently you move a person through once you have found them. A team with a fast time to hire and a slow time to fill has a sourcing problem; the reverse has a process problem. Reporting one number hides which.
Delay compounds against you
Every day a good candidate spends in your process is a day a competitor can close them. Research on offer acceptance consistently shows that the first company to make a credible offer wins a disproportionate share, and that candidates interpret a slow process as disorganisation regardless of the real reason. Scheduling delay, not interview time, is usually the largest single contributor, because it is nobody's job to fix.
Find the stage that costs the most
Break the process into stages and two things become visible: which stage takes the longest and which loses the most candidates. Those are rarely the same stage, and the fix differs. A slow stage with low drop off is an operational problem worth automating; a fast stage with heavy drop off is a screening or messaging problem. The calculator shows both together, plus the compound pass through rate, which is the number that tells you how many candidates you need at the top to get one hire.
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Frequently Asked Questions
What is the difference between time to hire and time to fill?
Time to fill runs from requisition approval to offer acceptance and includes sourcing. Time to hire runs from a candidate entering the process to their acceptance. The gap between the two is your sourcing time, which is often the largest and least examined part.
What is a good time to hire?
Widely reported medians sit around three to four weeks overall, longer for senior and specialist roles. Your own trend matters more: a process that has slowed by a week is losing candidates whatever the absolute figure.
Which stage usually causes the delay?
Scheduling, almost always. Interview time itself is a few hours; the days accumulate waiting for calendars to align and for feedback to be submitted. Both are process problems rather than capacity problems.
Should I count weekends?
Calendar days are what the candidate experiences and what should be reported. Working days are useful for diagnosing internal bottlenecks. The calculator shows both, since a process that looks fine in working days can be three weeks in calendar time.
How many candidates do I need at the top of the funnel?
Multiply the pass through rates of every stage to get the compound rate, then divide one by it. If you convert five percent of applicants to hires, forty applicants is two hires only if the rate holds at that volume, which it usually does not.
Privacy & Security
Everything runs in your browser; nothing is uploaded.
How to Use
Enter the days spent in each recruiting stage and the candidates entering each one.
Disclaimer: This tool is provided "as is" without warranty of any kind. Results are for educational and utility purposes.
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