How Candidate Experience Affects Your Bottom Line
•
3 recomendaciones•995 vistas
Candidate experience is not only crucial to your talent acquisition function; it has an impact on your business outcomes. Evaluating the candidate experience your organization currently provides and implementing a strategy that leads to more positive experiences will improve your ability to attract and retain talent. The implications of a negative candidate experience can’t be ignored. The power of your employment brand is not only a deciding factor in whether top talent is interested in working for your company, but it can also impact your client referrals and overall brand reputation in the market place.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a How Candidate Experience Affects Your Bottom Line
Similar a How Candidate Experience Affects Your Bottom Line (20)
Más de WilsonHCG
Más de WilsonHCG (9)
Último
Último (6)
How Candidate Experience Affects Your Bottom Line
- 2. MEET YOUR PRESENTERS Cynthia Cancio and Holly DeMuro 2 CYNTHIA CANCIO @CynthiaCPerez As the Vice President of Recruitment, Cynthia leads and coordinates the delivery of WilsonHCG's recruitment services and manages the domestic and international sourcing and recruiting teams. With extensive experience in talent acquisition and marketing, she has been instrumental in building WilsonHCG into a top global recruitment process outsourcing (RPO) firm. She oversees all delivery process improvements and implements strategic recruitment initiatives that improve the efficiency of the company and effectiveness of its clients' recruitment functions. HOLLY DEMURO @HollyDemuro Holly DeMuro is the Product Communications Manager at iCIMS, a leading provider of innovative Software-as-a-Service (SaaS) talent acquisition solutions. iCIMS' Talent Platform, the industry's premier candidate management solution, enables organizations to manage their entire talent acquisition lifecycle from sourcing, to recruiting, to onboarding all within a single web-based application. With more than 2,500 clients worldwide, iCIMS is one of the largest and fastest- growing talent acquisition system providers with offices in North America, UK, and China.
- 4. DEFINE “candidate experience” 4 #CandEXP14 noun 1. An active or passive candidate’s contact with a hiring organization and its efforts (or lack thereof) to attract, recruit and retain talent. 70% of HR practioners surveyed understand the importance of a positive candidate experience during the recruitment process, but many are not taking proactive steps to ensure it is happening. CEB Global Assessment Trends Report for 2014
- 5. why do organizations need to care about CANDIDATE EXPERIENCE ?
- 6. TALENT SHORTAGE overview 6 #CandEXP14 To sustain economic growth, by 2030 the United States will need to add more than 25 million workers and Western Europe will need to add more than 45 million employees. Global Talent Risk-Seven Responses, World Economic Forum
- 7. REPUTATION MANAGEMENT overview 7 #CandEXP14 95%of employees say reviews from employees influence their job decision. Glassdoor, 2013
- 8. BUSINESS RATIONALE positive consumer reputation 44% of workers who didn’t hear back from an employer when they applied for a job said they have a worse opinion of that employer. 32% reported they are less likely to purchase a product from a company who didn’t respond to their job application. CareerBuilder, 2012
- 9. EMPLOYEE ENGAGEMENT overview 9 #CandEXP14 Engaged workers are the lifeblood of their organization. Work units in the top 25% of Gallup’s Q12 Client Database have significantly higher productivity, profitability, and customer ratings, less turnover and absenteeism, and fewer safety incidents than those in the bottom 25%. 2013 State of American Workplace Talent Report, Gallup Research
- 10. REFERRAL overview 10 #CandEXP14 97% of candidates who had a positive experience would refer someone to apply to the same organization. But only 33% of candidates who had a negative experience would refer someone to apply to that organization. Talent Board’s 2013 Candidate Experience Report
- 11. BUSINESS RATIONALE return on investment #CandEXP14 34%of hires come from employee referrals 7%of hires come from non-employee referrals related to your consumer brand Per iCIMS Hire Expectations Institute's research 2% 2% 2% 3% 6% 7% 7% 7% 30% 34% Email Campaign Sign/Walk-in/Billboard/Flyer Social Media College/Trade School/Other Internal Hire/Convert Continigent to Hire Referral: Other Actively Recruited Web Search Job Board Referral: Employee
- 12. EMPLOYER BRAND STRATEGIES overview 12 #CandEXP14 85%of employees are attracted to companies that have a reputation for providing great career opportunities. 50% of employees think it’s important that other people want to work for their employer. Employer Brand International 2013 Global Research Study
- 13. INCORPORATING POSITIONING into your employment brand 13 #CandEXP14
- 14. PROCESS TO IMPROVE CANDIDATE EXPERIENCE • Strategize • Train • Implement • Measure • Adjust
- 15. CANDIDATE EXPERIENCE best practices 15 #CandEXP14 Candidate Satisfaction Surveys Transparency Speedy interview process Easy to navigate ATS/career page on website Approachable and involved executives BEST PRACTICES
- 16. CASE STUDY Enterprise Holdings 16 #CandEXP14 “At Enterprise Holdings, we try to maintain rules, like a five business day follow up with each and every candidate that submits an application.” - Marie Artim, VP Talent Acquisition
- 17. 17 #CandEXP14 CASE STUDY Penn National Gaming Within the parameters of the aligned consumer/employment brand – make the candidate experience: • Accessible, fast & easy • Engaging • Personal
- 18. 18
- 28. QUESTIONS & ANSWERS thank you!
Notas del editor
- What is “candidate experience” * The experience a candidate includes everything from your company’s careers page and website from when a candidate is contacted directly to when they accept an offer or are rejected. * The attitude, impressions & opinions candidates form while seeking to work for your organization * Impacts actions of accepted candidates and alters their impact on the performance of your organization * Ensure that the candidate experience is inclusive for multi-generations • Bad candidate Experience: confusing career portal, poor & lengthy application process, lack of communication, no transparency (is position really open or is the recruiter pipelining?), impersonal recruitment process, unnecessary interview steps, lack of realistic job description, inconsistencies between interviewers • Good Candidate Experience: Seamless, transparent, open & honest communication, incorporate engagement tactics with employer branding, speedy & easy application process & careers sites, “Cater to your candidates”, easy and fluent transfer from candidate to employee, robust job descriptions, meeting set deadlines and expectations. * One of the biggest influencers on your bottom line-many still aren’t paying attention to it. 70% of HR practioners surveyed understand the importance of a positive candidate experience during the recruitment process, but many are not taking proactive steps to ensure it is happening. - CEB Global Assessment Trends Report for 2014 Almost two-thirds (64%) of those questioned said hiring candidates will become more difficult in the next 12 months, and 65% indicated external recruitment would be their main priority over the same period. - CEB Global Assessment Trends Report for 2014
- What could candidate experience do for you? Depending on the experience, it can help or hurt your hiring capabilities. Candidate experience can determine what type of onboarding experience the candidate can have – are they going to be engaged or not? Can increase positive or negative referrals Can aid or diminish employer branding strategies Talent that has a negative candidate experience could affect the talent and prospects you approach down the line.
- Talent Shortage As more orgs expand globally, they have to take candidate experience into business plans to prepare their talent pipeline for future hiring Companies will continue to compete for top talent-especially as they expand into different regions Stat Callout “To sustain economic growth, by 2030 the United States will need to add more than 25 million workers and Western Europe will need to add more than 45 million employees.” Global Talent Risk-Seven Responses, World Economic Forum Candidates now have their pick of positions/companies and employer branding/candidate experience is more important than ever 69% of jobseekers would not take a job with a company that had a bad reputation-even if they were unemployed.” Glassdoor Your brand should be seen and heard throughout the entire candidate experience, from initial company discovery to hire/onboarding or dismissal.
- Reputation Management Social sharing platforms: Glassdoor & Indeed, Twitter, Facebook, LinkedIn, Google +, job specific communities Word of mouth Candidate satisfaction surveys Candidate Experience Awards Consumer/prospects/partners-very powerful
- Because your candidates are your customers, a positive employment reputation results in a positive consumer reputation Conversely, a negative employment reputation has a negative impact on business OTHER RISKS Candidate won’t apply again in the future Candidate will tell others not to apply New hires may continue looking
- Employee Engagement New hires that had a positive candidate experience are generally more likely to be engaged employees who will feel valued and become a long-term employee-thus improving retention. Engaged employees will be excellent ambassadors and advocates for your company-thus improving your brand and candidate experience for future job seekers Get engaged employees involved in the hiring and recruiting process. Have them write employee testimonials for the website Engaged employees potentially perform better and could go above and beyond for your organization Employees (more so than they used to) are relying on the opinions of their friends and social media makes it easier to spread information (bad or good). Stat Callout 66% of highly engaged employees reported that they had no plans to leave their company, while only 3% of them were actively looking, compared to 12% and 31%, respectively, for disengaged employees. -Towers Perrin 2004 European Talent Survey: Reconnecting with Employees: Attracting, Retaining, and Engaging, Towers Perrin
- Referrals Candidates with a positive candidate experience are much more likely to refer others to open positions AND refer potential business prospects Gen Y job seekers especially trust peer relationships and word of mouth much more than previous generations. Reputation is everything Candidates with a positive experience are more likely to give recommendations and feedback Even declined candidates with a good candidate experience may recognize that a position would be better suited for someone they are in contact with. Declined candidates with a good candidate experience are more likely to more with recruiters for referrals Candidates could be more likely to share their networks with recruiters Declined candidates could be more likely to be re-engaged for better suited positions down the line and open to being in a company’s talent community Stat Callout--> According to the Talent Board’s 2013 Candidate Experience Report, 70% of baby boomers are likely to refer others to an organization, while Millennials are the most likely at 84.1 %. (important to note since gen Y will soon be the face of the current workforce) Stat Callout According to the Talent Board’s 2013 Candidate Experience Report, Nearly everyone among candidates with a positive experience (96.9 %) would refer someone to apply to the company, while 33.2 % of those with a negative experience would still refer others.
- Business Rationale-ROI of candidate experience Employee referrals 34% of hires come from employee referrals per iCIMS research Client referrals Customers and employees are the same people - per iCIMS research 7% of hires are coming from non-employee referrals related to your consumer brand including partners, clients, and customers. Positive consumer reputation because it impacts the consumer brand http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=6/20/2012&id=pr703&ed=12/31/2012
- Employer Brand Strategies Candidate experience plays directly into your employer brand-both negatively and positively Communicate throughout the entire process-keeping communication open and honest A bad candidate experience can counteract any branding efforts = wasting company time Candidates can be a living example of your employer brand-live testimonials Candidate experience can help employer branding feedback Think like a candidate-if you had a great experience, wouldn’t you be more likely to advocate for the company? Hired or not. Maintaining a good relationship and image is easier than rebuilding a damaged one Client Example WilsonHCG employer branding/candidate experience example (Belkin-Tallin-women in tech/c-suite) Stat Callout Employer branding institute found that 85 percent of employees are attracted to companies that have a reputation for providing career opportunities and 50 percent of employees think it’s important that other people want to work for their employer.
- Measures to improve Create a Strategy Top down initiative that starts with aligning the consumer brand & employment brand Internal recruiters must be trained to understand “the brand that they are representing” (employment and consumer) Customers and employees are the same people - per iCIMS research 7% of hires are coming from non-employee referrals related to your consumer brand including partners, clients, and customers. recruiters be held to metrics associated with executive expectations ERAC case study 5 day follow up and ERAC case study (notes) Candidate experience survey/HM survey post hire Glass Door reviews ERAC case study is ONLY PPT – no demo here External (what is) Messaging and Communication Consistency across all channels (recruitment marketing channels and career portal) because channels impact each other Within the parameters of the aligned consumer/employment brand – make it Accessible, fast, easy (mobile – options either apply or connect) Engaging (video and social media) Personal (community, “where fun comes to work” tagline) Case study Penn National Gaming facebook link to careers site link to .jobs site From iCims slide: External Alignment: Thinking about messaging What is it? Marketing technique that presents products in the best light to different target audiences Messaging & Experience Meaningful Differentiation Credible Sending information in words, symbols, or signals from one person or group to another person or group. Ongoing candidate experience improvement Analyze results and identify trends: Is a candidate experience stronger for one job family or location than another? What is working? What is missing the mark? How do the results stack up against employer expectations? Against candidate expectations? Identifying what areas are positive and negative What was the deciding factor of why a candidate did or did not accept a job offer ASK: Would you refer this company to other candidates? Would you consider a different role with the company down the line? Why would a candidate consider leaving their current employer for your company? Identify where the candidate experience is broken: Is it initial recruiter outreach? Is in the application process? Is your career site not user friendly? Is not mobile optimized? Is your Glassdoor page or employment branding not working sufficiently? Are candidates not receiving follow up? Do candidates have sufficient time to interview? If they are employed-they don’t have time for multiple hours of interviews. Are there flexible options for interviewing? (Video interviewing) Are candidates not able to get in touch with recruiters or receive updates from the recruiter/company? Was the offer negotiable? Can the company be competitive against counter offers from current employer? Will the company be flexible on the start date? Could be deal breaker-take into account Is the company not able to illustrate aligned values with the candidate? When candidates are researching company, were they turned off with what they found (social media, news, office location, poor reviews, non-sustainable product or service, layoffs/lack of growth, lack of integrity, etc.) Is there not a realistic job preview?
- Tracking internal alignment Recruiters must be held to metrics associated with executive expectations. Other Metrics: Candidate experience survey results Hiring manager post-hire satisfaction survey Glassdoor ratings from candidates
- key factors in a positive candidate experience case study Penn National Gaming social D Site SEO
- For more information about recruitment advertising strategies to improve ROI, please visit www.icims.com/hei to register for iCIMS webinar with StartDate Labs on October 1st at 1PM EDT.