Percentage of the organization’s clients who were placed in part-time, full-time, temporary, or permanent jobs during the reporting period.
Organizations should footnote all assumptions used. See usage guidance for further information.
This metric is intended to capture the percentage of clients (for example, job services clients or students in vocational or technical training) who were placed in jobs during the reporting period. Organizations should include only those clients who were placed in and began jobs during the reporting period. They should exclude clients who were placed in jobs but did not begin work.
Organizations are also encouraged to provide details on the types of activities they conducted to increase job placement rates, such as (but not limited to): monitoring workforce trends to ensure alignment between program offerings and workforce needs, surveying employers (to capture position offerings, skills needed, and likely wages), strengthening relationships with potential employers, providing resources (such as interview tips, career fairs, and job leads) to assist job searches and career development, and creating program alumni networks.
In the case of employees assisted to find jobs, organizations may use total employees assisted as the denominator in this formula, calculated as: Permanent Employees: Total (OI8869) + Temporary Employees (OI9028), disaggregated into the number of employees using the job-placement benefit specified by Employment Benefits (OI2742).
For work integrating social enterprises (WISE), a high job placement rate is an indicator of success. High rates of voluntary turnover can also be an indicator of success along these lines, which organizations can capture using Employee Voluntary Turnover Rate (OI1638).
This metric is multi-dimensional with regard to the five dimensions of impact. In some contexts, this metric can serve as an indicator of whether the outcome being sought by an investor or organization is occurring (the WHAT dimension of impact). It may also help measure the HOW MUCH Scale dimension, which helps estimate the number of the targeted stakeholders experiencing the outcome. For more on the alignment of IRIS metrics to the five dimensions of impact, see IRIS+ and the Five Dimensions of Impact (https://iris.thegiin.org/document/iris-and-the-five-dimensions/). No single metric is sufficient to understand an impact; rather, metrics are selected as a set across all dimensions of impact. When possible, the selection of metrics to measure and describe the five dimensions should be based on best practice and evidence.
Metrics identified as "cross-category" are those that are relevant to any IRIS+ Impact Category or Impact Theme (i.e., these metrics are not specific to any particular industry/category or theme).
June 2022 - IRIS v5.3 Released (current version)
Immaterial change. Minor revisions to definition and usage guidance for clarity.
May 2021 - IRIS v5.2 Released
Immaterial change. Minor revision to usage guidance for clarity.
January 2020 - IRIS v5.1 Released
Immaterial change. Edited formula, usage guidance, and tagging.
May 2019 - IRIS v5.0 Released
Immaterial change. Minor revision to usage guidance for clarity.
March 2016 - IRIS v4.0 Released
Material change. Metric definition language and calculation language modified to increase generalization.
March 2014 - IRIS v3.0 Released
New metric. Job Placement Rate (PI3527) was developed via the IRIS Taxonomy Group.
IRIS Metrics Work Better in Sets
To use IRIS metrics—and the resulting data—to understand impact performance, IRIS metrics should be used and analyzed in generally accepted sets and according to well-defined objectives. IRIS+ gives you access to generally accepted Core Metrics Sets aligned to common Impact Themes and Sustainable Development Goals (SDGs).