Looking to improve the overall experience during the hiring process? New research offers sixÂ strategies to help.
By Debbie Bolla
Current unemployment numbers arenât working in theÂ favor of HR. The Bureau of Labor Statistics reports anÂ unemployed population of 6.1 million and 7.3 millionÂ open positions. This means that HR and TA teamsÂ need to use every strategy in their wheelhouse to ensure theyÂ are attracting the right talent into their organizations. A keyÂ piece of this puzzle is the candidate experience.
For nine years, the Talent Board has had a close eye on theÂ impact of the candidate experience and ways to improve andÂ measure it. âCommunication and feedback loops are a keyÂ competitive differentiator each year that impact whetherÂ or not job candidates will ever apply again, refer others,Â or make purchases if and when applicable (for consumer-basedÂ companies),â says Kevin Grossman, president andÂ board member at the Talent Board. âAlthough global 2019Â CandE research is still being collected at the point of thisÂ submission, the North American job candidate resentmentÂ rate (candidates who choose to sever the relationship with anÂ employer based on having a negative candidate experience)Â is 14 percent. Unfortunately, thatâs a 40 percent increase inÂ resentment since 2016.â
To avoid that negative experience, whatâs important toÂ candidates when going through the hiring process? TheÂ 2018 North American Candidate Experience Research ReportÂ finds that todayâs top performers are looking for an easy,Â informative process aided by technology. Based on theÂ research, here are some best practices organizations shouldÂ consider when upping their overall talent experience.
- Communicate early and often. Job seekers are lookingÂ to hear from potential employers even before they apply.Â Technology can helpâthe report reveals a 69 percent increaseÂ in the use of chatbots to field questions on career sites.Â Chatbots have the ability to easily answer general questions inÂ order to get information in the hands of potential candidatesÂ faster. And once interviewed, candidates who hear back fromÂ the organization in the same day are 52 percent more likely toÂ continue to interact with the employer in the future throughÂ networking and even purchasing.
- Present a fair and simple application process. WhileÂ technology offers the platform for easy-to-accessÂ applications, organizations need to keep time-to-apply topÂ of mind. In fact, the research finds that 42.5 percent of theÂ candidates said a top-notch process clocked in at less than 15Â minutes.
- Ensure an authentic view of the role and company culture.Â The report finds that HR is looking to assessments to helpÂ their organization and candidates alike determine if a matchÂ exists. Job simulations that help present the role accuratelyÂ and assess how candidates are likely to perform increased inÂ use by 16 percent and culture fit assessments increased by 17Â percent.
- Be considerate during the rejection process. No one likesÂ to hear they are no longer being considered for a job role,Â but itâs better than not hearing anything at all. WhenÂ candidates donât hear back, it can leave a negative image ofÂ the organization, prompting them to not recommend theÂ company within their network or apply again. The reportÂ finds that HR can benefit through the personal touch ofÂ calling candidates instead of an automated email rejection,Â with 28 percent of respondents saying this makes for aÂ positive candidate experience.
- Begin the onboarding process prior to day one. EarlyÂ onboarding has the power to decrease the time toÂ productivity, increase the likelihood of retention, and create aÂ positive employee-employer relationship fromÂ the onset. In fact, the report finds that when organizationsÂ offer their new hires multiple options to communicate goals,Â meet key team members, and answer questions prior to theirÂ start date, new hires are 72 percent more likely to refer theirÂ network.
- Take recruiting structures into consideration. The reportÂ finds that candidates had a better experience with anÂ outsourced recruitment structure compared to centralizedÂ and decentralized approaches. Organizations that outsourceÂ recruiting had candidates say they were 22 percent moreÂ âextremely likelyâ to refer others based on their experienceÂ than decentralized recruiting organizations, and 16 percentÂ more âextremely likelyâ to refer compared to centralizedÂ recruiting organizations.
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