The perception of the term candidate experience is that it comes about during the recruitment process. However, this begins even before the first interaction between candidates and employers and can continue until the departure of an employee from the company.
The job market is extremely competitive. Before the pandemic, the shortage of workers went as far as jeopardizing the future and sustainability of businesses. For the past few months, the situation has reversed, with a historic unemployment rate.
But the situation will return as before when the economy takes off. Even if it takes several months or even years according to some, the best talent will not remain available for a long time on the market.
- Who are your potential candidates?
- How do they perceive your company compared to your competitors?
- What is your HR marketing strategy?
A priori you must be aware of what the organization leaves behind and its reputation towards potential candidates in the market so that they are interested in joining the organization.
What is more, if the company mandates a recruitment firm, it is up to the latter to project the image and initiate the candidate experience to accurately represent the organization.
Here are a few important, yet simple, elements that help fuel talent’s continued interest in your business.
Posting that stands out
Only 25% of potential candidates will see your posting, on average.
To maximize the chances of attraction with this tool, job postings must allow candidates to project themselves into the future, that they have the impression of knowing the company.
To get the attention, it is about giving just enough information to generate interest, avoiding the display of a shopping list, which could make some potential candidates unqualified.
Of course, not all displays can afford as much creativity, but the important thing is that it attracts interest.
Upon receipt of CV
When a candidate submits his resume, they demonstrate their interest and respect for the company in question. It is important that he feels a reciprocity because even if he is not retained in the process, he will have had the perception that he has been treated with respect and will keep – and share – a good image of the company. He is already an ambassador and can even refer other potential candidates.
Acknowledging receipt of the application and acknowledging interest in the position are simple and effective approaches.
The image in interviews
Recruitment managers are responsible for raising awareness among the various stakeholders of the importance of projecting an attractive and representative image of the organization.
Whether in the format and the questions asked, verbal and body language, dress, everything projects an image that can be interpreted.
Fair and equitable assessment
Despite all the efforts we can make, cognitive biases will still be present, for different reasons. And often, unconsciously. Not only can these biases cause an excellent candidate to be lost, but also give the candidate an impression that the process was not fair.
To limit the risks of cognitive bias:
– Establish key skills to be assessed with the manager who will be responsible for the candidate once hired.
– Perform structured interviews, which will assess these skills through questions on knowledge, situational as well as behavioral.
The risk of bias will be reduced, and candidates will be reassured that the choice will be made based on facts, not perceptions.
Since job search has an emotional impact to candidates, they can interpret certain facets of the process in a negative way. By demonstrating the importance they have in the eyes of the company, the empathy demonstrated can only improve their experience, and will feel supported, not judged.
Communication and transparency
The recruitment process must above all be an exchange, a discussion between the employer and the candidate, while avoiding the presentation of a superiority report by one or the other.
It is important that the employer’s representative who leads the recruitment process, as well as the other stakeholders involved, clearly communicate the recruitment steps and timelines.
Delays in the process? It is normal! By notifying the candidate and responding to the follow-ups agreed with them, they will appreciate the collaboration demonstrated. If specific information is not available, inform the candidate and agree on a next follow-up.
When candidates do not get any information, it can create a negative perception of the employer, even going to the disadvantage of the company if the candidate finds himself in a position of multiple offers. For the same salary, sometimes lower, the candidate could choose the company for which he felt the importance which the latter expressed to him through clear and constant communication.
Ghosting is sometimes used by companies to assess the market for candidates for a position that may be open, but by letting candidates glimpse that the position is currently available. Having no further news of the company, some candidates may even discover the pot-aux-roses and at the same time negatively influence the perception they have for that company. And if they receive a communication much later when the career opportunity is confirmed, their interest may have declined, even disappeared.
The initial objective of the companies being legitimate, I suggest using transparency with the candidates – why not ask them their opinion on the position? Personally, I have had to survey candidates for certain clients. By being transparent in the purpose of the approach, and asking for candidate’s approval, the response rate has always been positive and built excellent relationships with the candidates.
By offering follow-up later, this not only a potential candidate, but their experience will only be positive – even if the position does not materialize.
From hiring to departure!
An effective integration process, a memorable professional experience, a departure made in a humane and respectful manner are all factors that can influence the candidate experience, which will continue even after hiring.
Because these employees become the company’s ambassadors and can send a positive message upstream to potential future candidates!
The candidate experience can thus be summed up as honest, transparent, and fair communication. Failure to meet this requirement may not be what the candidate experience should be and will undermine any efforts to attract the best talent.
Without forgetting the collaboration of all stakeholders – human resources and recruiters (internal and external) are the conductors of the process but require everyone’s commitment – because a single negative situation can harm the entire process.
Keep in mind that if the candidate is not selected this time, they may prove to be an excellent candidate later – hence the importance of nurturing the experience from start to finish!
I invite you to contact me to evaluate your process, and you can determine what aspect (s) I can help you improve!
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