Part 3 of 3
Q4. The effects of the candidate experience can be wide ranging. What areas do you measure, and how do you tie that back to your business results?
Critical to success is understanding the health of your candidate experiences, and being able to measure the impact of different activities to tie that back directly to business results.
What they panel had to say…
Jen Powell, Senior Talent Acquisition Manager, Deloitte:
“Whilst we don’t sell a consumer product, and sales are not directly impacted, all of those relationships that we have may refer in the future. We might have a candidate, or the son or daughter of a future client of ours who may apply, and they may choose intentionally or unintentional based on their child’s experience with Deloitte, which may affect decisions. Everybody is really a potential consumer influencer for us. We really look at the net promoter score. In addition to some of the satisfaction ratings during the different phases in the recruiting process we really look at the net promoter score to really understand the people who are coming through the process, how willing are they to refer to others in the future, based on the experience they have. That’s a really powerful measure that our business leaders can really understand and that will provide additional support for us as we try to do other things related to improving the candidate experience.”
Katy Jones, Global Talent & Engagement Manager, PepsiCo:
“We certainly leverage the candidate experience survey from TalentBoard. But beyond that data, we actually have our own survey that we launch, that ties into the net promoter scores as well. Around 29% of our candidates are our customers; so making sure that they are happy with us is important. The things that we ask within our own survey are not just about the ease of applying and what can we do to improve, but ‘would you recommend us?’ That’s always an important sign of how we are doing, based on the feedback we get from that survey. We also do a lot around our brand reputation, Glassdoor is a great place to see what people are saying, we also measure our sentiment on twitter and our talent brand on LinkedIn. There are a lot of things that we can rely on, but there is still a little bit of work to do on how we tie that all together. And what are the actions we are taking to change or improve where we need to.”
Stefanie Thornton, Director of Talent Acquisition, Blue Cross Blue Shield of Michigan:
“We survey our candidates along the way, we don’t just survey our new hires which is what we traditionally did. New hires generally feel really good and positive and so are not going to say anything bad. So we decided to expand our survey to candidates as we are dispositioning them. Along with their letter they get a link to the survey where we ask them what they think, basically net promoter type questions, would you refer, would you recommend a friend, what was your application experience like. We actually received some really good feedback from candidates, and they fill it out. That was the other thing that we were shocked about. They actually take the time to give us their feedback.”
Q5. How can you leverage technology to bring candidates, recruiters and hiring managers closer together?
The panelists candidly shared their experiences and best practices, but when considering the amount of activities they are undertaking on a daily basis, the question arises: ‘how can you leverage the right tools and technology to enable you and your talent teams to deliver outstanding candidate experiences?’
Amy Schwenck-Lewis, Regional Sales Director, Avature:
“We’ve heard some great ideas here today, but the key is how we scale it. There are four key areas that recruiting technology should help with”:
1. Career Sites & Mobile Optimized
“We need strong authentic content, strong branding, enabled for video that’s engaging and action orientated, and making sure that’s mobile. Having separate experiences for PC and mobile is not ideal any more, folks are accessing career sites on their mobile, and when they go to their PC it should be the same.
Allow for talent networks to get rid of that apply or goodbye situation – folks should be able to express their interest in your organization, outside of seeing a job or applying to that job. Job alerts were mentioned earlier: that’s absolutely key. Allowing talent to engage with you outside of just applying is important, and then customizing the message based on what you know.”
2. True Recruiting CRM
“A true recruiting CRM such as Avature allows you to capture relevant info to start building a relationship with talent. For example, capture their favorite active gear, if you are an active retailer. Capture their favorite book, if you are a publishing house. Allow for notes tracking, reminders to call/email, allow for SEARCHABILITY. As Jen mentioned, it’s the people interaction that matters so much. It’s important to empower recruiting teams with the tools to scale this, and build a custom experience through true candidate relationship management.”
“Hiring is a team sport. Enable collaboration across the hiring team, so talent is properly informed and notified along the way. The black hole of communication isn’t serving anyone. Deploy real-time, actionable, mobile dashboards for managers and interview team members to feed info to the recruitment team. Tie the hiring team closer and the candidate and business wins”
“Allow for flexibility in your process based upon the type of hiring you are doing and the talent you are engaging. Avature allows for a custom data model and the necessary workflows to ensure your desired talent and end users get what they need when they need it, no sooner, no later.”
We would like to thank Gerry Crispin and Elaine Orler from TalentBoard for co-hosting this webinar. We can all agree the amount of ideas, experiences and best practices that was shared during the webinar was incredible. Don’t forget you can listen to the webinar recording at any time.