An increasing number of companies are establishing metrics to help them assess both quantitative and qualitative aspects of a new hire's performance. According to the 2003 Benchmark Report, only 30 percent of companies evaluate new hires for quality, the rest put their faith in the selection process.

Systems in place vary from gut instinct to research-based questionnaires. One such tool is the Q12, from the Gallup Organization. It assesses both new managers and established ones by differentiating highly productive work groups from others. More than 500 corporations worldwide use this tool in the workplace.

Bristol-Myers Squibb measures quality in its senior people by how well a person has been integrated into the organization. It begins with a structured plan for the first 3-6 months of that executive's tenure. After 90 days, the executive meets with his daily reports, followed by the employees meeting with a facilitator to develop questions. Typical questions might be about what he looks for in his people, how he operates, and what his job goals are.

Ritz-Carlton Hotel Corp. uses customer surveys to measure the quality of new and existing employees.

It's much more common to use rigorous selectivity in hiring than in after-the-fact assessments. Ritz-Carlton uses a system that includes what is expected of new hires so that when they're assessed, they know the criteria on which they'll be judged.

The idea that companies should evaluate the quality of new hires is just beginning to form in corporate America. Measuring the quality of an employee may be difficult, but you can measure the impact of a quality employee and how he or she fits into an organization.