Recruiting has gained a negative branding over the years stemming from basic aspects relevant to people management, training investment and process improvement. While so basic in nature, the results are often underestimated in the long run, both for candidates as well as recruiters and their associated employers.

1. Talent Acquisition & Candidate
Pipeline Retention
By
Nica Siegert

2. 1. Candidate Experience: Recruiter-Candidate Dynamic
2. Direct Consequences
3. The Gap between Talent Acquisition & Candidate Pipeline
4. How to bring the two together: The Bridge
5. Why are these things important to the industry?
6. Metrics Example: How do the results calculate for individual recruiters
Content

3. There has been a continued misperception present in the dynamics of recruiting staff
and candidate pipelines. Candidate main cause for concern:
CANDIDATE PERSPECTIVE
Recruiter reaches out only when he ‘needs’ the specific candidate for a submittal
Recruiter limits assessing the candidate based on the client’s requirement
Recruiter does not follow up appropriately during the necessary process steps, i.e.
notifying candidate of feedback once received-positive or negative, forget to circle
back with candidate entirely, forget candidate’s name after submittal
Recruiter exhibits unprofessionalism, i.e. doesn’t return calls, emails, fails to help
candidate feel ‘safe and respected’ during the process
Recruiter is unknowledgeable of candidate’s field and profession, unprepared to
ask appropriate questions, dismissive, incapable of assessing candidates’ potential
and experience
>>next “Direct Consequences”
Candidate –Recruiter Dynamics

4. As a result, a negative connotation is attached to recruiters ability and attitude often
resulting in:
CANDIDATE RESPONSE:
Lack of Commitment on part of candidate to the client/agency and position
Disinterest and ‘brush off techniques’ to disconnect conversation about highly viable
opportunities
Work Around via direct application or other ‘trusted’ recruiters for the same position
Multiple submittals for the same requirements via multiple vendors
ATS driven application spamming for myriad of openings that do not fit candidate’s
profile and experience in the hopes to receive ‘a’ response
Time delayed responses to emails or calls from recruiters reaching out
>>Next “The ‘GAP’”
Direct Consequences

5. As recruiters, our interest is to increase the bottom line and create a bridge between the client and
the candidate.
What leads to this disconnect- this ‘GAP’?
Recruiters start their roles with little or no training and learn as they go
Recruiters operate under high sense of urgency, candidates don’t understand importance of
‘their role’ in this process
Recruiters operate under pressure of high volume without candidates comprehension of this
process
Recruiters often run full life cycle desks from sourcing to onboarding
Recruiters often work in a highly competitive environment not conducive to team collaboration
Recruiters establish principles of personal customer service expectations based on their own
organization of tasks & experiences, not based on agency rules and training initiatives
Recruiters are measured by their submittal-to-hire ratio and associated metrics, not by their
customer service skills
Recruiters are well versed in the application, resume building and interviewing process and
assume the same from candidates with little prep or knowledge sharing
>> Next “The Bridge”
The ‘GAP’

6. How do we build a bridge?
Clearly informing the candidate of the ‘way’ recruiting operates, i.e. sense of urgency and
why-time investment
Communicating to the candidate how to maximize the experience through quick responses,
follow ups, opening the door for candidates to reach out without feeling neglected
Negotiating the ‘best’ means of communication between recruiter and candidate
Keeping in touch with candidates a few seconds a day during the process, and afterward on a regular basis even when
no requirements match
Building an authentic relationship between recruiter and candidate, one in which candidate feels understood, known,
appreciated, and important
Creating a ‘win-win’ relationship that benefits both parties, and in the course the client
Open and honest communication with candidates, feedback on resumes, interviews, and other feedback helping
them improve
Creating a personal touch with each relationship and see the value in an ongoing initiative to stay in touch, for both
sides (candidate referrals, recruiter as an ally)
Evaluation of recruiters by follow up metrics and candidate experience delivery
>> Next “The Bright Side”
The ‘Bridge’

7. Value add perspective and positive candidate experience:
Candidate will feel more loyalty to specific recruiter/agency based on the value of their
relationship and perceived respect
Long-term successful relationships forge possibilities of business development with less
time investment and foster team collaboration
Positive recognition of recruiters and associated agency will increase brand value and
brand identity
Consistent, effective training implementations will increase initial yield of recruiting
metrics, brand value in the market and lead to positive recognition of agency imperatives
for their own employee development, potentially reducing turn-over rates
Consistent customer centric initiatives will increase referral percentages and candidate
retention rates
Overall recruiting process becomes more streamlined and improves time management
investments and prioritization
Recruiters increase their networks quickly leading to large pipelines
The Bright Side

8. Results may vary, but here are one individuals current metrics.
Associated network increased by 94.2 % in the course of 18
months
Existing network is compiled of:
~34% solid &authentic industry connections (high loyalty
and support) in focus areas
~25% acquainted but committed connections (willing to
refer or introduce or otherwise engage) in focus area
~18% solicited profile connection for help during job search
or business initiative (nationwide)
~9% of connections are nationwide unrelated to focus
area, leading to additional referrals of newcomers into
location focus area
~4% constitute viable referrals to help other industry
specialists outside of focus industry/specialty achieve their
goals
(results calculated from LinkedIn & other SM connections within 18
month duration in IT recruiting)
Example Result