Candidate Experience Awards 2012 UK research paper
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Download the 2012 UK Candidate Experience Awards White Paper.

Want a custom free of charge benchmark report to help your organisation improve its candidate experience?
- The CandEs are completely free to all participants. There's no costs to enter and unlike other Awards you will not be required to buy a table for attendees at the Awards Ceremony/Event.
- The resource/time commitment totals approx 60-90 minutes to complete the 60 question employer survey reference your current candidate experience processes.

Although the CandE Awards is a competition, it exists to enable any company to benchmark and improve their candidate experience. Any corporation that is interested in enhancing the candidate experience they provide, regardless of sophistication, will benefit from participating in the benchmark process. The data submitted is treated confidentially and only the names of winning organizations will be released to the public. Companies that participated in the 2012 Awards received reports that benchmarked their candidate experience against the aggregate of all companies that participated.

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Candidate Experience Awards 2012 UK research paper Candidate Experience Awards 2012 UK research paper Document Transcript

  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 1 support@thecandes.org Candidate Experience 2012 Contributing Authors Gerry Crispin, Ed Newman, Elaine Orler, Bill Boorman, Leigh Carpenter, Jillyan French-Vitet and Joseph P.Murphy Sponsored By Talent Collective, Monster, KellyOCG, ChangeBoard, Peer Group, and HireRight United Kingdom
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 2 support@thecandes.org Foreword Dear Reader, The Candidate Experience Awards are the brainchild of the Talent Board, a not for profit group of recruitment industry experts who wanted to ensure candidate experience was a priority on the talent acquisition agenda. We are proud to be sharing the main findings from the inaugural U.K. Candidate Experience Awards (known as “the CandE Awards”) with you. When the Talent Collective agreed to help get the awards up and running in the U.K., having been inspired by the first awards held in North America in 2011, we weren’t too sure if our enthusiasm for the topic would be shared by others in the U.K. recruitment market. We need not have worried; the U.K. CandE Awards got off to a flying start. The CandE Awards are designed to highlight the innovative practises, technologies and standards that some of the most forward-thinking employers are implementing to enhance all aspects of their talent acquisition process. The winners are raising the bar to let candidates know their investment, time and interest in the company are valued, and the CandE Awards offers industry recognition to those employers. The CandE Awards, while an awards programme, are also designed to provide confidential and specific feedback to help every participating organisation improve its candidate experience efforts. All companies that participate have the opportunity to 1) benchmark their candidate experience against peers’ provided experiences, and 2) participate in the CandE Awards survey of their employment candidates. This report, “Candidate Experience 2012, United Kingdom” is based on the data collected during the employer application and candidate survey rounds of the 2012 U.K. Candidate Experience Awards. Please consider this report as an open source document. It’s written for everyone in the industry who cares about the candidate experience. It’s intended to engage talent acquisition leaders, recruiters, vendors, consultants, analysts and candidates in a two-way dialogue about the standards, technologies and expectations that affect us all at some point in our careers. Everyone who cares about the candidate experience should feel free to participate by reading it, using the data to inform decisions about their recruitment process, and share it with others. Our hope is that this report sparks and elevates the candidate experience conversation, and inspires you, whatever your role in the talent acquisition process, to create the strategies that will continue to advance it in the future. Regards, Jeremy Tipper Talent Board member and managing partner at the Talent Collective
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 3 support@thecandes.org Table of Contents 2012 CANDIDATE EXPERIENCE AWARD WINNERS, UNITED KINGDOM ................................................................ 4 EXECUTIVE SUMMARY.............................................................................................................................................. 5 PHASE I – CANDIDATE ATTRACTION ....................................................................................................................... 6 THE INITIAL RELATIONSHIP ...................................................................................................................................................6 ONLINE AND TRADITIONAL COMMUNICATION METHODS.....................................................................................................7 EMPLOYER COMMUNICATED CONTENT OF WHICH CANDIDATES ARE AWARE ....................................................................11 ADDITIONAL EMPLOYER ATTRACTION INITIATIVES EARLY IN THE SUPPLY CHAIN.....................................................................13 COLLECTING CANDIDATE FEEDBACK DURING THE ATTRACTION PHASE...............................................................................13 PHASE II – EXPRESSION OF INTEREST..................................................................................................................... 15 THE APPLICATION PROCESS .............................................................................................................................................15 SCREENING AND KNOCK OUT QUESTIONS........................................................................................................................16 COLLECTING CANDIDATE FEEDBACK DURING THE EXPRESSION OF INTEREST PHASE..............................................................17 EXPRESSION OF INTEREST – AN OVERALL VIEW..................................................................................................................20 PHASE III – CANDIDATE DISPOSITIONING BEFORE THE FINALIST STAGE............................................................. 22 THE EVOLUTION OF THE “BLACK HOLE” ............................................................................................................................22 ACTIVE LISTENING BEFORE THE FINALIST STAGE...................................................................................................................25 CANDIDATE DISPOSITIONING BEFORE THE FINALIST STAGE – AN OVERALL VIEW ..................................................................25 PHASE IV – CANDIDATE EVALUATION & SELECTION ........................................................................................... 27 PRELIMINARY SCREENING RESOURCES ..............................................................................................................................27 THE JOB INTERVIEW..........................................................................................................................................................28 CANDIDATES ACKNOWLEDGE USE OF ASSESSMENTS .........................................................................................................32 EMPLOYER COMMUNICATION FOLLOW THROUGH ............................................................................................................32 CANDIDATE AS DECISION MAKER ....................................................................................................................................33 CANDIDATE SELECTION ...................................................................................................................................................34 THE GOLD STANDARD – WOULD CANDIDATES APPLY AGAIN? .........................................................................................35 SHARING FEEDBACK........................................................................................................................................................35 FINAL WORDS ......................................................................................................................................................... 36 THE CANDIDATE EXPERIENCE AWARDS 2013....................................................................................................... 37 THE CANDE AWARD PROCESS DESIGN ................................................................................................................ 38 ABOUT THE RESPONDING EMPLOYERS AND CANDIDATES ................................................................................. 40 ABOUT THE EMPLOYERS ...................................................................................................................................................40 ABOUT THE CANDIDATES .................................................................................................................................................41 ABOUT THE TALENT BOARD AND THE CANDIDATE EXPERIENCE AWARDS ......................................................... 42 ABOUT THE SPONSORS........................................................................................................................................... 44 ABOUT THE JUDGES................................................................................................................................................ 45 ADDITIONAL CONTRIBUTING AUTHORS................................................................................................................ 45 2012 CANDIDATE EXPERIENCE AWARD WINNERS, NORTH AMERICA................................................................ 46
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 4 support@thecandes.org 2012 Candidate Experience Award Winners, United Kingdom 2012 With Distinction Winner
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 5 support@thecandes.org Executive Summary Having completed the U.K. inaugural year, the Candidate Experience Awards (known as the CandE Awards) started in North America in 2011. This year’s programme attracted a range of participating employers, job candidates and sponsors. The programme is supported by many sponsors, and the research data was based on 857U.K.- based candidates and 17,500 in North America. The benchmark results and participation emphasise that candidate experience and its impacts are valuable to both employers and candidates. Employers are taking notice and working to improve candidate experience as they seek, evaluate and hire the talent that they need to build successful workforces. The landscape in the war for talent is shifting. Candidates are gaining equal footing with organisations regarding perception, communication and the ability to choose whether or not to maintain engagement. As the talent playing field levels, organisations which recognise this evolution in candidate-employer partnership will have an edge when it comes to employment and overall brand, candidate interest to re-engage and even refer future talent regardless of whether or not they have been dispositioned or withdrew from the hiring process. Some key findings from this year’s awards and benchmarking programme follow:  49.3 per cent of the candidates claim some positive relationship with the company prior to applying. This includes just over one fifth citing they were existing customers and 11.5 per cent having friends and family working at the company.  Referred candidates are four times more likely than non-referred candidates to receive an offer.  Prospect and candidate engagement through Connections on LinkedIn (73.7 per cent), Facebook (41.4 per cent), Google+ (23.5 per cent) and Glassdoor (11.4 per cent) are significant and growing.  On a positive note, the theoretical ’black hole,’ where no status or notification is ever forthcoming, seems to be a decreasing practice among the firms that competed for the 2012 Candidate Experience Awards. While more employers are providing notification to candidates and are willing to provide feedback to dispositioned candidates when asked, few have made it a standard practice to do so. As per candidate responses, the majority received standard non-specific feedback, and more than one-third received no feedback at all.  Nearly half (47.1 per cent) said that they asked candidates – whether or not they were qualified – for feedback if they were not advanced to the Finalist evaluation phase. Nearly 53 per cent of employers are missing a meaningful opportunity to better understand their processes and the impact that they have on candidate experience. The vast majority (76.3 per cent) of candidates said they were not asked to provide any feedback once they were notified they were no longer being considered.  Candidates responded (66.7 per cent) “no” when asked if employers were interested in learning about their experience in applying for a job despite the fact they withdrew from the position.  According to 2012 employer application results, the majority (70.7 per cent) have practises that require qualified candidates (not among the Finalists) be informed with a standard script or with feedback – much higher than the 50 per cent of employers that have those same requirements for unqualified candidates.  Shouting Out: The majority of candidates are ‘likely’ or ‘very likely’ to tell their ‘Inner Circle of Friends’ (~5) about their experiences whether it is positive (72.7 per cent) or negative (61.7 per cent). A growing and significant number are willing to go further and share their positive (27.6 per cent) and negative (16.7 per cent) experiences with EVERYONE via blogs, Facebook and sites like Glassdoor.  Ultimate test of your employment brand: In the end, fewer than half (45.9 per cent) of candidates surveyed were likely or highly likely to refer others to the employers they were surveyed about. More than half (53.8 per cent) were neutral and nearly 1 out of 10 (10.3 per cent) would not.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 6 support@thecandes.org Phase I – Candidate Attraction The Candidate Attraction phase of the recruiting process examines the period of time when the individual actively investigates a firm to decide whether or not they will apply. In its simplest form, this represents the conversion of an employment prospect to a candidate. To better understand how employers treat their prospects during this phase of hiring – and learn which factors have the greatest impact in their decision to become candidates – the first series of 2012 U.K. Candidate Experience survey questions probe employers on their communication tactics, employment messaging, and the level of transparency as it relates to those messages in this early stage. It is increasingly challenging for organisations to differentiate themselves and establish how their values, culture, products and people represent a unique opportunity for top candidates. The 2012 U.K. Candidate Experience survey also sought to understand how aware employment prospects are with respect to the company’s products, services, people, culture and opportunities before becoming candidates. As communication trends continue to evolve and intensify due to social media, and more social recruiting tools and tactics develop; the initial attraction phase gains yet another facet for delivering and receiving employment branding messages. Both challenges and opportunities surface as a result. To better understand employers’ and candidates’ tactics and awareness, respectively, the 2012 survey also queried participants on social media usage during this early Attraction stage. Overall, and not surprisingly, employers competing in the U.K. CandE Awards viewed their practises related to Attraction as positively skewed. The majority (61.2 per cent) said the experiences they provide are Advanced, 22.2 per cent reported Neutral, and few (16.8 per cent) said it was Lagging. Generally, candidates agreed with 60.3 per cent reporting an Advanced experience, 20.5 per cent Neutral, and 19.2 per cent Lagging. The Initial Relationship The question below was posed early in the candidate survey and offers telling insight into Attraction. A significant number of the 857+ candidates who applied to the companies in the CandE Awards initiative (49 per cent) claim some relationship at the outset. There is a clear, initial, positive pre-disposition toward the employer, which suggests that positive association is ultimately the employers’ to lose, and echoes the importance of effective candidate relationship management (CRM). What was your relationship with the company when you began researching them? Candidate Viewpoint Question 5 (n=728) 50.7 % I had no relationship with the company 20.9 % I was/am a customer of the company 11.5 % I have Friends/ Family w/the Company 10.9 % I follow the company 6.0 % I am an advocate for the company
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 7 support@thecandes.org While just less than half the surveyed candidates report a positive pre-disposition, a significant portion (50.7 per cent) is left to be ‘engaged’ with content relevant to the prospect’s decision to become a candidate. It is these neutral prospects that employers might want to concentrate on influencing through branding messages, marketing tactics, choice of media, etc. Online and Traditional Communication Methods From social media and blogs, to mobile career apps and company career sites, it is no surprise that the number of online recruiting media is growing as rapidly as everyday communication trends. To better understand how widely employers are including these venues in their attraction and recruiting strategies, the 2012 U.K. CandE Awards survey asked employers to detail to what extent (on a range from “We Do Not Use” to “Extensive”) they leverage online communication methods. How do employers communicate ‘online’ with prospects BEFORE they apply? Employer Application Question 21 Top Five Methods 88.9% Career Site (primary) 76.5% LinkedIn Company Pages 76.5% Career Site (Notifications) 72.2% LinkedIn Groups 47.1% Twitter Feeds Do Not Use 66.7% Chat Room 64.7% Webinars/Podcasts 52.9% Talent Community Memberships 47.1% Polls/Surveys 44.4% Career Blogs For prospect attraction, employers consistently rely on web and social networking base media to communicate with candidates. Top cited media included their Career Sites (88.9 per cent, Routine and Extensive), LinkedIn Company Pages (76.5 per cent) and Twitter Feeds (47.1 per cent Routine and Extensive Use, with 29.4 per cent in the experimental stages). Twitter is, not surprisingly, gaining ground although, given the almost universal penetration of mobile devices in the general population, employers, disappointingly confirm here what many already know – that many firms are far behind on the curve to enable their content and communications with mobile devices. In a world where companies seek to leverage their brand and use multiple channels to cast a wider recruiting net, Candidate Attraction provides an opportunity to gain competitive advantage by attracting the right talent vs. all talent. Employers benefit most when they know their talent audiences and focus on messaging candidates deem important to determine fit. Better honed content regarding an organisation’s culture, business unit or department, or where an opportunity is located, for example, serves to invite talent to explore who the company is. Leveraging channels which align to how talent communicates enhances messaging. Brand leverage is important, however, it is not necessarily the determining factor of a candidate’s choice in electing to apply to an organisation.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 8 support@thecandes.org While employers are flocking to certain online recruiting methods, they have not yet abandoned some of the more traditional venues during the Attraction stage. For example, responding companies reported that they’re most heavily invested in Employee Referral Programs (88 per cent) and Direct Calls [Cold Calling] (82 per cent). These communication methods rely on one-on-one personal interactions with the companies’ employment prospects. Employers are also heavily invested in traditional outreach methods particularly for reaching new graduates. Internship Programs (70 per cent) and Career Fairs (71 per cent) are listed as some among the most used traditional communication methods for attracting prospects before they apply for full-time opportunities. How do employers communicate ‘traditionally’ with prospects BEFORE they apply? Employer Application Question 22 To understand the impact of employers’ online and traditional communication efforts, the 2012 U.K. CandE Awards queried candidates on the ways in which they accessed information about the company prior to applying for a position. The good news is that companies are investing in a number of venues that candidates regularly access. Among those marked Aware and Used by candidates were the Company’s Career Site (65 per cent), Career Site Agents (47 per cent) and LinkedIn Company Pages (26.5 per cent). Unexpectedly, only 17.5 per cent of candidate respondents indicated that they were aware of and used employees within a company to become their “referral.” “Other” Online Communication Methods Reported by Employers in the Attraction Phase - YouTube content - Links with colleges - Visioning boards - SEO strategies and solutions - Alumni networks - HR awards programmes - RMS job boards - Niche job sites - Job alert technology
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 9 support@thecandes.org While employers report that they experiment with more social and mobile Online communication methods (such as Facebook Career Pages), the 2012 U.K. CandE Awards survey data suggests that candidates are aware of these venues, but do not weigh the information provided there in their decision to apply to an open position with the employer. It will be interesting to watch how these trends evolve over the next few years as social media offers both employers and job seekers more features and the world continues to adopt a more mobile-enabled lifestyle. Candidates are clearly using a few sites quite extensively in their job search activities. Prospect and candidate engagement through Connections on LinkedIn (73.7 per cent), Facebook (41.4 per cent), Google+ (23.5 per cent) and Glassdoor (11.4 per cent) are significant and growing. Recruiting activities are becoming increasingly social. Select the social networks you actively engage with for your job search efforts. Candidate Viewpoint Question 12 (n=464) 2012 U.K. CandE Awards Winner Spotlight: Avanade Walks in the Candidates’ Shoes Avanade, a business technology solutions provider, understands the needs of candidates and regularly tests their own systems and recruitment processes, walking in the candidates’ shoes. Based on feedback from candidates about their application process, they adopted a three click rule and shortened the process. It shouldn’t be difficult for employers to review their own recruitment processes. Doing so may include searching for one of the company’s jobs on the web and following all the steps required to apply. Like 2012 U.K. winner, Avanade, companies can capture the number of page changes, brand changes and number of times the candidate has to create an account to log in. Employers should also consider how long it takes to apply to the position. Would they be willing to do all of those tasks all of the time? Organisations can then create a list of changes that would simplify and enhance the process for candidates, positively impacting the impression they make on potential hires. Avanade also focuses on open communication with candidates. The company provides contact details of recruiters in automated emails, generated via the applicant tracking system (ATS) and encourages candidates to contact them. Two years of CandE research confirms that two-way communication is key to any successful relationship, but a high volume of response will significantly reduce the time available and opportunity for recruiters to do this. Full transparency in public channels reduces applications, because people choose to opt out or identify themselves as unqualified to apply. This creates the time needed to give a great candidate experience to those who remain in the process. 73.7% 23.5% 41.4% 11.4% 21.3%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 10 support@thecandes.org Despite heavy use of social media in the job search, the information provided has little impact on their decision to apply for a job. This may be a reflection of the lack of mobile compatibility, (when job seekers are browsing the web in down time), and the redirect from social media to career site to ATS, with little opportunity to complete the whole application process within the channel. Unsurprisingly, LinkedIn dominates in the areas of candidate engagement and prospecting. This reflects the growing trend amongst direct employers to move to a direct sourcing model via LinkedIn, as reflected in the CandE winners interviews, with direct sourcing being cited as a big factor in improving the candidate experience. With the launch of a dedicated U.K. site by Glassdoor during 2013, we can expect this destination to grow in importance. What is your experience with the online recruiting methods of the company? Candidate Viewpoint Question 8 (n= 506) Aware, USED Aware, NOT USED Not Aware Career Blogs 16.2% 25.9% 57.9% Career Site (Primary) 65.1% 19% 16% Career Site Notifications 47.2% 26.5% 26.3% Chat Rooms 6% 22.1% 71.9% Facebook Company Career Pages 14.6% 31.1% 54.2% LinkedIn Company Pages 26.5% 35.5% 38% LinkedIn Groups 15.8% 34.1% 50.1% Mobile Job Apps 10.3% 24.3% 65.4% Mobile Text-Messaging Campaigns 5.2% 19.3% 75.6% Polls/Surveys 11% 21.7% 67.3% Twitter Feeds/ Notifications 8.3% 26.9% 64.8% Talent Community Memberships 6.5% 20.3% 73.3% Webinars/Podcasts 9.8% 20.8% 69.5% 2012 U.K. CandE Awards Winner Spotlight: General Electric (GE) Capital Ensures Hiring Manager are Accountable Too GE Capital recognises the importance of hiring manger involvement in all stages of the recruitment process. Internally, the organisation awards a Candidate Experience Award to two hiring managers each year based on candidate feedback. The company has found that the more hiring managers are involved in the process in all areas, including feedback and communication, the better the experience for the candidate. Without abdicating all responsibility, hiring managers are required to sometimes provide specific feedback, and in some cases to facilitate communication with candidates directly, or to be available for follow up.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 11 support@thecandes.org Employer Communicated Content of Which Candidates are Aware The content an employer makes available to candidates is a function of their transparency, a term that is often used but seldom defined. The 2012 U.K. CandE Awards sought out to better understand what content was routinely made available in the recruiting process and at what stages it became available. The survey was designed to help uncover whether that information was easily found online at an early stage, or if it was not shared until much later in the hiring supply chain when recruiter and candidate are directly engaged and communicating. The survey queried employers and candidates about Marketing and Job Specific content. Job Specific content includes more detailed demographics about the employees involved in hiring and managing the position. What marketing CONTENT do you make available (or that a job seeker might want to ask about) BEFORE they apply? Employer Application Question 24 Available through Website 100% Product Information 88.9% Values: i.e. Fit 83.3% Financial Information 76.5% Community/Sustainability Initiatives 72.2% Diversity - Culture Not Available 50% Diversity by Level (Affirmative Action) 50% Diversity (Job Specialty) 47.1% Awards for Employee Experience 38.9% Diversity (Contact Info) 11.1% Financial Information What Job/Position CONTENT do you make available (or that a job seeker might want to ask about) BEFORE they apply? Employer Application Question 25 Available through Website 100% Jobs - ALL 77.8% Job Descriptions 52.3% Frequently Asked Questions 47.1% Career Path Examples 44.4% Details of Application/Next Steps Not Available 83.3% Simulations of Core Jobs 82.4% Contests and Games 77.8% Practice Tests Related to the Job 66.7% Number of Hires in Typical Year 66.7% Soon to be Posted Jobs “It is encouraging to see employers experimenting with a wide range of methods to communicate pre-hire. The career site is unsurprisingly the primary source of communication. Mobile apps and text messaging received the second and third highest ‘do not use’ response. Given the significant growth in Smartphone usage for web access, I would have expected greater experimentation in this area. This will become critical in candidate experience, as an increasing number of potential employees move from desktop access to mobile device, Traditional methods like career fairs and career sites dominate communication. This might make sense for active job seekers, but ignores the passive browsers. Employer communication is still largely broadcast, rather than engaging, with little or no use of features like live chat.” – Bill Boorman, U .K. CandE Awards judge
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 12 support@thecandes.org From the reported data, overall employers indicate that the more general the content, the more willing they are to offer it at an earlier stage in the talent acquisition process. More content, such as recruiter contact information, cultural content, how much the position pays, how frequently a position becomes open, what happened to the previous incumbent, and more, is less likely to be shared at the very start of the recruiting process. This data is more often shared by employers with fewer candidates who advance and have direct contact with the recruiter or hiring manager in the stages the follow. In contrast to the employers’ description of their transparency, candidates report that they decide whether or not to apply to an open position based on their awareness and use of the Marketing and Job Specific content that is available to them during Attraction. For the most part, candidates report that they are ‘not aware’ of much of the Content – Marketing or Job Specific – that companies are curating and offering at the Attraction stage. A job candidate’s interest is likely influenced by why they might want to work at the company and why they would stay at the firm they are considering if offered a position. Just as a firm seeks to assess the fit of a candidate, candidates are interested in the culture of that firm and how the job (as it is presented by the employer) is aligned to the success of the firm. Heightened participation in sites like Glassdoor and on social media align with this observation as well. As Candidate Experience research continues, it is expected that focus on fit for candidates is likely to differ by job level and type. What is your experience with the company’s marketing content available BEFORE you applied? Candidate Viewpoint Question 10 (n=489) Aware (and used) Not Aware Awards Received for Employee Experience 18.6% 56.1% Community and Sustainability Initiatives 16.6% 56.6% Financial Information 29.6% 43.8% Product Information 40.1% 34.9% Values: i.e. 'Fit' 32.6% 45.1% Work Culture or Environment 42.7% 34.7% Answers to 'Why' People Want to Work Here 41.1% 35.9% Answers to 'Why' People Stay Here 35.7% 39.9% Diversity- Culture 34.4% 41.5% Diversity- Contact Info for Affinity Group Leaders 15% 59.1% Diversity- Statistics for Company (Affirmative Action) 16.9% 59% Diversity- Statistics by Job Specialty 19.1% 56.9% What is your experience with the company’s making specific job related content available BEFORE you applied? Candidate Viewpoint Question 11 (n=494) Aware (and used) Not Aware Job Descriptions 63.7% 21.1% Jobs- ALL (currently open) 55% 25.9% Details of Application and Next Steps 48% 32.2% Benefits Details 38.5% 38.9% Frequently Asked Questions 29% 45.7% Assessment Focused on Cultural Fit 31.1% 51.7% Salary Ranges 30.5% 51.9% Jobs- Open in the Recent Past But Not Open Now 21.9% 52% Career Path Examples 30% 48.9% Overview of Recruiting Process 36.1% 44.2% Employee Testimonials 26.7% 52.1% Recruiter Contact Information by Job 31.9% 48.4%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 13 support@thecandes.org Additional Employer Attraction Initiatives Early in the Supply Chain Beyond internship and work experience programmes, many companies have substantial career education initiatives at grad school, high school, vocational school, and special education community programmes. Additional attraction methods in the education space include special programmes at the university levels to help prepare students for their careers. These initiatives can be an integral part of employers’ successful strategies; the 2012 U.K. CandE Awards found that about 44 per cent of respondents participate in these programmes. What’s more, the majority of those that do also participate in the development and management of the programmes to enhance their employment brands within the developing workforce. Collecting Candidate Feedback during the Attraction Phase Actively listening to prospects and candidates during each phase of the talent acquisition supply chain is essential to optimising the candidate experience. Based on employers’ U.K. Candidate Experience Awards applications, fewer than 1 in 5 (16.7 per cent) survey prospects and candidates on their experiences before the individuals have applied for positions at their companies. Of those that do, employers report that they often rely on Online Surveys (66.7 per cent) and Focus Groups (33.3 per cent) to gather prospect feedback. Additional methods include standard discussions with the recruiter; phone- and email-based application walk-throughs with candidates; requests at conferences, association events and job training sessions; requests for feedback over social media channels such as LinkedIn, Facebook, Twitter, and Google+; and direct follow up requests with all potential candidates during the phone screening process. All (100 per cent) of the responding employers who say they collect candidate feedback at this stage believe this practice is a standard part of their audit process, the rest indicate that they do so whenever possible. Employers’ Long-Term Attraction Strategies Employers are invested in schools and college students, encouraging them to learn more about potential career paths and resources, as well as their companies. Examples include:  Industry-specific career fairs for high-school students;  Working with public schools to offer industry-specific curriculums and programmes;  Encouraging executives to share their expertise with the college community as adjunct professors;  Resume-building and interviewing strategy workshops for vocational and community college students;  Consulting and mentoring programmes  Business simulation competitions for high school students;  Providing students, parents, counselors, teachers and administrators with comprehensive online products to help manage high school-to-college-to-career planning processes; and  Summer jobs and internship programmes for high school and college students.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 14 support@thecandes.org Active listening definitions emphasise that it is the person you are speaking with who determines in the end whether you have listened. When posing a similar set of questions to the employers’ random candidate-base, fewer than 10 per cent of the respondents realised that the employers were interested and willing to listen (which is about half of what employers reported). Were you informed via the career site or a recruiter that you would be surveyed about your job seeking experience BEFORE you actually applied to a position? Candidate Viewpoint Question 13 (n=499) Talent Collective is a resourcing consultancy that, over two decades, has helped companies to build and run internal talent acquisition and RPO functions. Talent Collective advises on recruitment strategy, helps organisations to understand and navigate the recruitment technology market, and provides implementation and training services that are delivered with both an eye for innovation, but also a deep understanding of what really works. Yes 15.2% No 64.3%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 15 support@thecandes.org Phase II – Expression of Interest This aspect of the survey explores candidate experience at the moment when prospects discover that they in fact are candidates. To the serious candidate, the expression of interest is a big decision, and the point at which they are going through the conscious phase of potentially leaving their current employer and joining another, or committing their future to a hiring company. This does not imply that those candidates have any clear perception as to how they have been evaluated and qualified, and if they are considered an applicant – someone who is properly qualified, considered, and clearly interested in a specific position. The Application Process For the candidate, that defining moment essentially occurs when they commit to sharing their background with the employer. The ease at which a candidate can provide this information – through screening and testing, the promise of privacy, feedback, acknowledgement and setting expectations – are critical challenges for the employer, and are facilitated through its talent acquisition technology, hiring protocols and professional recruiters. Most employers that applied to the 2012 U.K. CandE Awards programme consider certain aspects of the application that offer convenience and acknowledgement – such as an automated “Thank you” (100 per cent) and the ability to upload and parse a resume (100 per cent) – as standard. Matters of compliance, such as offering a reason for why gender and race questions were present on an opt-in basis (72.2 per cent), automatic “next steps” information (76.5 per cent) and sharing a privacy policy (94.1 per cent) were also common for most organisations. However, still some aspects about the application that candidates find important are not yet common practice, even among those employers that are at the leading edge of candidate experience. These areas include making the U.K. application available in varying languages (50 per cent), sharing details on how long it should take to complete the application (16.7 per cent) – a feature that is relatively common for applicant tracking system technologies – and indicating how long the candidate’s background would be held before being deleted (47.1 per cent). Which of the following do you include in your application process? Employer Application Question 32 100% Submitting an application triggers an automatic “thank you.” 100% The ability to upload a prepared résumé or standard pre-populated profile to be parsed for application fields is an option. 94.1% An explanation of privacy commitments – specifically with regard to the staffing process – is explained in layman’s terms. 76.5% Submitting an application triggers a reminder about “next steps.” 72.2% The reason for requesting race, gender, veteran status, etc. is explained in layman’s terms as part of the application. 64.7% Contact information for concerns about data privacy is included in the application’s data privacy statement. 50% The application (in the U.K.) is available in other language(s). 47.1% Privacy commitments include a specific time frame when the data collected will be deleted from the system. 44.4% As the job seeker finishes each section there is an indication of the percent completed or some other means to determine how far along the candidate is within the process. 29.4% Accommodation information for people with disabilities is prominently displayed at the beginning of the application. 16.7% The average/expected time to complete the application is indicated at the beginning of the application.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 16 support@thecandes.org Screening and Knock Out Questions Candidate experience from the candidate’s view point is impacted by how well they are briefed and prepared for what is going to happen in the hiring process, and what they are going to be asked to do, from questionnaires to detailed behavioural assessments. While it’s not possible to generally conclude that the candidate experience is impacted by the level of questioning, it is clear that candidates are subjected to an array of questions during the application process, ranging from the general to the very specific. Considering human nature, it’s likely that there is greater risk of application abandonment as questions become less relevant and more tedious. Passive candidates are more likely to abandon overly burdensome application processes. A lack of clarity, as it relates to expectations, and why questions are asked can contribute to this risk. As more employers include screening, knockout and testing questions in their application processes, candidates also grow increasingly aware of these elements. There are a number of measures that employers can take to ensure that candidates’ time is spent wisely while completing the application. When you applied, did you note any of the following? Candidate Viewpoint Question 18 (n=366) 68.5% Submitting the application presented an immediate “Thank you.” 59.7% Ability to upload or parse a prepared résumé or standard pre-populated profile for application was an option. 56.9% The company’s privacy commitments with regard to the hiring process were explained in layman’s terms. 49.2% The reason for requesting race, gender, veteran status, etc. is explained. 48.8% Submitting the application presented a reminder about “next steps.” 45.1% Contact info for concerns about data privacy was included in the application’s data privacy statement. 43.1% Indication of the percent completed or some other means to determine how far along I was in the process. 40.1% The average/expected time to complete the application was included. 39.6% Privacy commitments included a specific time frame when collected data would be deleted. 38.1% Information for people with disabilities was displayed at the beginning of the application. 33.6% Ability to use information from professional/social networking profile to apply. When a candidate applies to an opportunity, they have begun to invest their time with an organisation. For all of us, time is precious and we seek to optimise it (through process automation and ease of use of technology for example) and set expectations for deliverables. Organisations that understand and respect the time investment of candidates, even at early stages of a recruitment process, may enhance the overall perception of their talent audience. Inform candidates on length and duration of an application process, privacy and data retention timeframes, and confidentiality to deliver immediate impact on how talent begins to frame its experience with the organisation.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 17 support@thecandes.org What kind of screening, knockout or testing questions are asked? Employer Application Question 33 Notably, many employers report that they ask general screening questions that allow non- qualified job seekers to complete the application and reject them later (61.1 per cent). Just 16.7 per cent advance the job seeker to an exit with explanation that they do not qualify for the position immediately. The results are mirrored for specific screening questions. What Assessment and Testing questions were you presented? Candidate Survey Question 19 (n=363) Collecting Candidate Feedback during the Expression of Interest Phase The single best way for employers to better understand how well candidate expectations are set (and whether assumptions about how recruiting technology performs as experienced by the candidates) is to ask. According to the 2012 U.K. CandE Employer Application results, nearly half of employers (45 per cent) do ask their candidates.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 18 support@thecandes.org Do you ask Candidates to give you feedback about the application process? Employer Application Question 34 Unfortunately, only 44 per cent of the responding employers ask candidates about their application experiences. Of these, 75 per cent don’t do so until much later in the process, and (by then) to a much smaller pool of candidates. This is essentially confirmed by the candidates who responded “no” (52 per cent) when asked if employers were interested in learning about their experience in applying for a job. Today’s leading companies recognise that an emphasis on candidate experience is critical to success in competing for talent in a demanding market. The CandE Report provides valuable insight on what it takes to drive positive candidate experience and, most importantly, where organisations have an opportunity to improve. The CandE Awards support commitment to benchmarking and improving candidate experience. This commitment is about much more than recruiting — candidate experience is an important component of a company’s brand and, ultimately, its ability to grow and succeed. Feedback needs to be collected in a consistent way, and in real time at every stage of the process to bring about improvement in candidate experience. Without meaningful feedback and data, companies can only work on gut feel and guess work. 2012 U.K. CandE Awards Winner Spotlight: Risk Management Solutions (RMS) Provides High Touch Candidate Experience RMS, a risk management company, understands that its business and the jobs for which it recruits are not for everyone. As a result, RMS seeks to find and engage with a targeted group of individuals that really fit what it is seeking. Once RMS connects with these candidates, it’s important for them to make sure it remains engaged in the recruiting process with a high touch recruiting process. RMS recruiters listen and provide a two-hour daily chatter facility for all potential candidates to speak with a recruiter. Fifty per cent of candidates using the chatter tool make it to the pre-screen interview with the hiring manager or recruiter. In addition, sponsoring social games that fit the skills and interests they are looking for in candidates, RMS strives to ensure that once the right candidates find the organisation, there should be few reasons for these candidates to fall off in the recruiting process. RMS also focuses on candidate referral processes, and receives referrals from external candidates including those who were not successful in their application. For RMS, this is a true sign of how well the company manages its candidate relationships. This is an excellent example of how candidates leaving the process with a positive experience and still play an important role in an employer’s attraction strategies and recruiting results. No 55.6% Yes 44.4%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 19 support@thecandes.org How do you collect feedback from the Candidate as they apply? Employer Application Question 35 Were you invited to provide feedback on the APPLICATION process after you applied? Candidate Viewpoint Question 20 (n=361) Innovation in the Application Process Many organisations are making strides to provide candidates with an easy, direct and transparent application process. Following are some of the ways that employers can enhance the process:  Provide company or recruiter contact support details (email and phone), so that candidates can contact someone directly regarding their application and working at the company.  Deliver (automated) thank you emails that not only acknowledge receipt, but provide details on next steps and contact information for the recruiting communications specialist that can assist them moving forward.  Online candidate helpdesks, live chat and social media offer direct and real-time support candidates while they complete the application process.  Send personal email notifications when the status of a candidate’s application changes.  Commit to feedback timelines.  Allow candidates to save and complete applications at a later time.  Keep resumes on file for multiple job listings.  Use video technology to share more about your company culture and the position.  Offer a quick apply option that allows candidates to complete an application from their social media (LinkedIn) profiles.  Invite candidates to connect over social media after they’ve submitted their applications.  Designate an internal resource to maintain communication and follow up with applicants throughout the entire hiring process – start to finish.  Implement a seven-click application process, making the process short and sweet for candidates.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 20 support@thecandes.org Expression of Interest – An Overall View Despite the challenges associated with the general application phase, the vast majority of employers and candidates report a positive or neutral experience during this phase of the recruiting process. Employers said they deliver a Positive (65.5 per cent) or Neutral (17.6 per cent) candidate experience during the application. 16.9 per cent offer that their candidate experiences are lagging while candidates apply for an open position. Candidates offer feedback in a similar vein. Overall Candidate Experience Rating during the Application Process Employer Application Question 37 & Candidate Viewpoint Question 21 (n=369) Active Listening: Asking Candidates for Feedback Just like candidates who value feedback during a recruitment process, organisations have an opportunity to seek feedback from their candidates on their experience before/during/final stages of the hiring process. Individuals have a tendency to appreciate ‘being heard’; assume large organisations do not listen and value the exceptional companies which do. When candidates invest their time and energy to engage with an organisation, they expect an investment in return. The ability to give feedback, in a timely fashion, directly impacts a candidate’s perception of an organisation, both now and in the future. How an organisation attracts talent is a constant evolution; asking candidates, and receiving their input benefits an over-arching talent acquisition strategy and can foster a deeper relationship with an employers’ targeted talent audience.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 21 support@thecandes.org Monster Worldwide, Inc. is the parent company of Monster.com, the premier global online employment solution for people seeking jobs and the employers who need great people. We've been doing this for over 10 years, and have expanded from our roots as a "job board" to a global provider of a full array of job seeking, career management, recruitment and talent management products and services. At the heart of our success and our future is innovation: we are changing the way people think about work, and we're helping them actively improve their lives and their workforce performance with new technology, tools and practises. Monster's Promise At Monster, we don't just sell better jobs, we help promote better lives. Because, in the end, a better job is much more than just that. A better job is a better experience; an experience that leads to better possibilities, better opportunities, better relationships, better perspectives – all working together to improve life along the way. So, simply put, our mission is to inspire people to improve their lives. Learn more about how Monster’s innovative suite of products are helping employers improve workers lives by improving the candidate experience.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 22 support@thecandes.org Phase III – Candidate Dispositioning before the Finalist Stage Candidates who have applied and are identified as unqualified, not considered or just not competitive enough to be further evaluated are dispositioned by employers in any number of ways. At the front end, the job application itself may have provided sufficient evidence for the employer to determine not to go forward. However, at the back-end, some individuals are ruled out as finalists after a considerable investment in virtual as well as face-to-face evaluation. This is often the result of a direct comparison of the similarities and differences in job-fit among the finalists. As it relates to assessing candidate experience, it’s important to understand how and what a firm is prepared to do to inform candidates about their status, as well as seek feedback from them. The challenge organisations face in collecting meaningful feedback is that it is often viewed as inversely proportional to the size of their operation, combined with compliance requirements and company expectations. The greater the number of applications, particularly unqualified applications, the harder it is (according to employers) to ask for and receive feedback. The Evolution of the “Black Hole” Recruiters must deal with managing increasingly larger numbers of applicants that must be dispositioned. A weighted average suggests that, in 2012, employers received on average 65 applications for every job opening and estimate that about 60 per cent of all candidates that apply are unqualified, making it challenging to communicate personally with all unqualified candidates unless there are clear incentives and tools to accomplish that task. Transparency of minimum requirement pre-application can help eliminate this challenge, making it easier for candidates to opt out if they are unqualified, and in turn reducing volumes and improving efficiency. How many applications do you receive for a typical position? Employer Application Question 38 What percentage are typically NOT qualified for the position? Employer Application Question 39 0.0% 10.0% 20.0% 30.0% 40.0% fewer than 10 26 - 50 76 - 100 201 - 250  “We provide contact details for candidates to call if they need support”  “Our recruiters partner with candidates to guide them through the process, they provide interview information and are in constant contact”  “We provide feedback to all candidates who submit their CV” 0.0% 10.0% 20.0% 30.0% 40.0% More than 90% 51%- 75% 11% - 25%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 23 support@thecandes.org Only 11.1 per cent of the responding employers indicated they do not as a matter of course tell unqualified candidates that they are no longer being considered. However, 39 per cent either don’t require communication or reach out via automated message. Half of the respondents are required to directly reach out to candidates, either with a standard script or through recruiters who are trained to offer feedback. This “black hole” experienced by many candidates can be avoided by setting clear expectations for recruiters, and line managers at every stage in the process, as well as making progress visible on-line, so that a candidate can check in and monitor their progress at any time. How do you communicate with candidates who are UNQUALIFIED? Employer Application Question 40 How do you inform the QUALIFIED candidates that don’t go on as Finalists? Employer Application Question 42 With the remaining (qualified) candidate pool, next steps take each individual through further evaluation. Typically additional screening takes place using computer-based assessments, phone screening and other testing to reduce the number of candidates to a group of Finalists. Half of all employer respondents will, at a minimum, phone screen qualified candidates to create their shortlist; half also report they phone screen all qualified candidates sourced via employee referral. Then how are the qualified candidates who do not become Finalists eventually dispositioned? According to 2012 U.K. employer survey results, the majority (70.7 per cent) have practises that require candidates be informed with a standard script or with feedback – much higher than the 50 per cent of employers that have those requirements for unqualified candidates. In this case, employers also typically react to requests for feedback by reverting to a ‘standard’ notification of status. Only 53 per cent of the responding employers have established practises where the recruiter or the RPO provider is (or is expected to be) accessible and provide direct feedback. “We communicate the outcome of applications throughout the process to ensure candidates are aware of the process.”
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 24 support@thecandes.org And if the qualified candidates who aren’t finalists ask for feedback? Employer Application Question 43 While candidates may not be happy with learning bad news, best practises for employers include sharing a status update. Given the time and effort that candidates commit to submitting applications for consideration, they deserve to be acknowledged and, when possible, provided specific feedback. Still, less than one-third of surveyed candidates (30.1 per cent) reported that they received an anonymous email indicating that they would no longer be considered. Some (35.4 per cent) noted phone calls from recruiters and hiring managers. Nearly 13 per cent did not receive a message on the status of their applications at all. How did you learn you were not being considered for the position? Candidate Viewpoint Question 35 (n=93) 30.1% I received an email from a “do not reply” address notifying me I was not being considered. 24.7% I received a phone call from a recruiter notifying me I was not being considered. 19.4% I received an email from a recruiter notifying me I was no longer being considered. 12.9% I did not receive any communication prior to calling the recruiter to request my status. 7.5% I received an email from the hiring manager notifying me I was not being considered. 5.4% I was provided a link where I could check the status of my application independently. 3.2% I received a phone call from the hiring manager notifying me I was not being considered. As more hiring companies move from transactional recruiting based on one job towards continuing relationships with candidates through talent networks and talent communities (as operated by all of the With Distinction winners), extra attention will need to be paid to how the rejection message is delivered. The message should be “Not ‘not right,’ just ‘not right now.” – Bill Boorman, U.K. CandE Awards judge
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 25 support@thecandes.org While employers are providing some form of notification to candidates and are willing to provide feedback to dispositioned candidates when asked, few have made it a standard practice to do so. As per candidate responses, the majority received standard non-specific feedback, and nearly one-third received no feedback at all. How did the company provide specific feedback to you? [Check the BEST answer] Candidate Viewpoint Question 36 (n=93) 31.2% No feedback was provided. 30.1% Standard template email was received without any specific details. 17.2% Phone call received from the recruiter/hiring manager, providing specific feedback and answering my questions. 8.6% Phone call received from the recruiter/hiring manager providing general feedback. 7.5% Phone call received from the recruiter/hiring manager, but little feedback was provided. 5.4% Other Active Listening before the Finalist Stage Perhaps the biggest miss for employers is reflected in the data that follows. Just 47.1 per cent said that they asked candidates – whether or not they were qualified – for feedback if they were not advanced to the Finalist evaluation phase. More than fifty per cent of employers are missing a meaningful opportunity to better understand their processes and the impact that they have on candidate experience. By engaging individuals in this phase, employers can tap the vast majority of their candidates – those that will walk away with a new impression of their company based on the experience and rejection. If this seems to be an embarrassing oversight, the responses from candidates are even more critical. The vast majority (76.3 per cent) said they were not asked to provide any feedback once they were notified they were no longer being considered. As companies look to maintain relationships with candidates beyond the job stage, revisiting their skills, experience and qualifications for future opportunities, then managing rejection in a positive way will be critical for on-going relationships. Without feedback and data, this critical stage is left to chance, with no real opportunity to evaluate and improve on candidate experience. Candidate Dispositioning before the Finalist Stage – An Overall View At this stage, in an overall rating, the results for responding employers and candidates differ drastically. While the majority (66.5 per cent) of employers report that they are able to communicate effectively with both qualified and unqualified candidates, just 25.3 per cent of candidates say they were treated well when not selected. In fact, a large number (35.8 per cent) reported a negative experience, followed by 38.9 per cent who reported a neutral experience. While it is possible that negative ratings are partially due to the overall sting of rejection, it is clear that there are steps that employers and candidates can take to close the gap. “We provide real feedback that can help them with future interviews or give detail on what technical skills did not make them a fit.”
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 26 support@thecandes.org Candidates’ expectations of better feedback at this stage do not appear to be met. If employers do not collect feedback at this stage, they risk losing an opportunity to understand those expectations, and the reasoning behind them, as well as the chance to meet them in the future. Companies’ ability to communicate with qualified and unqualified candidates & Candidates’ ratings on how they were treated when not selected. Employer Application Questions 46 & 47 & Candidate Viewpoint Question 38 (n=95) From workforce consulting and outsourcing through to talent supply chain management, we partner with the world’s leading companies to innovate the talent solutions of tomorrow. 0% Negative 22.2% Positive 77.7% Neutral 0% Negative 44.4% Positive 55.5% Neutral 35.8% Negative 25.3% Positive 38.9% Neutral Quality of the communication provided after NOT being selected. The company’s ability to communicate with QUALIFIED candidates that have not been selected for an interview. The company’s ability to communicate with UNQUALIFIED candidates.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 27 support@thecandes.org Phase IV – Candidate Evaluation & Selection Employers take a generally organised approach with Candidate Evaluation. Candidate Evaluation begins with data collected via the applicant tracking system and continues through the use of traditional and emerging technology. A high volume of candidates per requisition place a greater need for objective and fair evaluation methods. Companies are challenged to dedicate resources to personally screen and/or evaluate each qualified candidate. More than 11 per cent of participating employers stated they receive more than 76 candidates per opening or requisition. Nearly six (5.6) per cent stated they receive more than 100 candidates per opening. While volume alone can cause a challenge, the situation is exacerbated by the percentage of candidates who are determined to be unqualified for the position. As a result, technology is often used to aid in determining which candidates are best qualified for the position. However, too heavy a reliance on the ATS for selection means may lead to only sharing automated notifications or rejections from “do not reply” mails rather than personalised feedback. While the ATS is critical to effective hiring and providing a positive experience, hiring companies should also collect on-going feedback from applying candidates to ensure that the application process is user friendly, intuitive, relevant and as short as possible, with clear instructions and on-line help. Preliminary Screening Resources Employers often turn to the applicant tracking system (ATS) as the workhorse for facilitating job applications. The ATS provides an interactive database-structure to solicit, capture, sort and in some cases rank or rate some degree of job fit for each candidate that applies. Of participating CandE employers, the majority (83.3 per cent) indicate having one ATS in place. ATS technology, in general, enables employers to present candidates with questions that explore basic or minimum qualifications. These questions are typically presented to the candidate through “Yes/No” or multiple-choice options. A recruiter can quickly sort a population of candidates into Qualified and Not Qualified categories based on candidates’ responses. Nearly three quarters (72 per cent) of candidates who participated in the 2012 U.K. CandE Awards survey stated they were asked basic qualification questions during the application process. This indicates the vast majority of companies are using basic features of this technology to help identify which candidates may be advanced for additional evaluation, and which may be removed from further consideration. 83.3% of employers use an ATS Third Party Solutions Employers Implement to Enhance Recruiting Efforts Employer Application Question 18 83% Applicant Tracking Systems 83% Job Distribution Services 83% Background Verifications 78% Employer Branding Services 72% Sourcing/Mining Solutions 67% Social Media Services 62% Candidate Relationship Management 61% Reference Checking Provider 39% Onboarding Solution 39% Recruitment Process Outsourcing 17% Video Interviewing
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 28 support@thecandes.org Examples of best practises from the 2012 U.K. survey results include limiting the application process to seven clicks, C.V. or résumé parsing for speed and convenience, issuing clear and simple instructions at every stage and the opportunity to engage with recruiters throughout the process. Hiring companies may reduce the volume of applications through greater transparency and access to information at the pre-application stage, encouraging opt-out from those who are unqualified or a poor culture match. In demand candidates will likely have a lower tolerance for a lengthy, complicated or confusing application process, which may lead to application abandonment. Candidates were presented with… Candidate Viewpoint Question 19 (n=363) 72.1% general screening questions. i.e. Are you eligible to work in the U.K.? 49.2% a detailed questionnaire about their work history and preferences. 40.9% job specific questions. i.e. Are you able to lift 50 lbs.? The screening questions typically presented by an ATS help eliminate the most unqualified candidates. Factors such as eligibility, previous experience and physical requirements do not identify differences that have a meaningful impact on job performance. That is, these variables – while essential – do not define or isolate characteristics that contribute most to the ability to achieve superior performance. Evaluation methods that examine performance capabilities are required. The Job Interview The single largest evaluation method remains the interview. Each interview is a touch point that presents an opportunity to select candidates and create a positive impression. By the same token, each interview presents a risk for creating a poor impression by poor delivery. This year’s U.K. CandE Award winners all indicated they provide comprehensive interview training for recruiters and hiring managers. The organisations with the most comprehensive interview skills development provide training for all those involved in candidate evaluation for each job category from entry-level to executive. How employers use interviews for candidate screening varies significantly. Some organisations (33.3 per cent) phone interview all qualified candidates, no matter how many there are. “The quality of interviews was high - comprising testing, but fair, questions in a supportive environment.” “I was interviewed by three people in total, two were very good and one was average, but overall the process of face-to-face interviews were very good.” “The job was different than the one advertised. There was no point attending the interview as I was too experienced. They should clearly decide what level they wish to recruit at before conducting interviews.”
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 29 support@thecandes.org Employers reported that they or their RPO provider… 72.3% phone screen qualified candidates to a finalist shortlist (fewer than 10) and advance them for in-person interviews. 55.5% screen qualified candidates down to a finalist shortlist (fewer than 10) and advance them for in-person interviews. 44.4% phone screen ALL qualified employee referrals. 38.9% phone screen ALL qualified candidates. 16.7% interview ALL qualified candidates, no matter how many. The phone interview establishes personal contact with candidates and may set candidates’ expectations for further consideration. As the phone screen determines those not advancing, employers should consider sending disposition communications after this step in their screening processes. As noted in Phase III, various methods of communicating with those eliminated from consideration are used, the most common approach being standardised emails that share status updates with candidates. How many interviews did you participate in related to the position you applied to? Candidate Viewpoint Question 24 (n=139) Candidates are able to observe differences in interviewing and evaluation methods. Candidates described encountering a wide range of behaviours from their interview experience. Candidate survey feedback addresses the range of skilfulness of the interviewer and the overall interview process. The degree to which a company comes across as professional and prepared for an interview makes a difference to the candidate experience. Understanding the potential impacts, several of the U.K. CandE Awards finalists train all recruiters and all hiring managers on interviewing and have behavioural interview content available for all job levels. Candidates said that about half of companies use prepared interview questions and take notes on a structured form during the interview – both of which are recognised best practises for improving the quality of the candidate evaluation. How many interviews (on separate days) is it typical for you to conduct with finalists? (Count virtual as well as face-to-face but count several interviews during a day as 1.) Employer Application Question 49 0 1 or 2 3 or 4 5 or more Hourly/Non-Exempt 23.5% 76.5% 0% 0% Intern/College 0% 62.5% 25% 12.5% Experienced Professional 0% 29.4% 64.7% 5.9% Executive 0% 23.5% 52.9% 23.5% 45.3% 37.4% 12.2% 2.9% 2.2% 1 - 2 3 - 4 5 - 7 8 - 10 > 10 0.00% 20.00% 40.00% 60.00%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 30 support@thecandes.org Forty-four (44) per cent of companies were recognised for taking the time to describe the use of behavioural interview questions. This form of candidate education can contribute to a thoughtful and thorough exchange. Employer Application Question 52 Temp/ Contract Intern/ Grad Experienced Professional Executive Panel interviews: multiple people interview the finalist 31.3% 62.5% 87.5% 87.5% Varied interview approaches: hiring manager and recruiter develop, plan and execute interview schedule. 37.5% 75% 93.8% 100% Varied interview approaches: hiring manager and RPO recruiter develop, plan and execute interview schedule. 33.3% 55.6% 55.6% 44.4% Sequential interviews: recruiter then hiring manager, etc., then selection is made. 33.3% 53.3% 73.3% 73.3% Behavioural-based interviews are routine. 56.3% 75% 93.8% 81.3% Testing/simulation/assessment are included 20% 80% 66.7% 46.7% Recruiters must attend training or demonstrate competency in interviewing skills. 53.3% 60% 73.3% 66.7% Hiring managers must attend training or demonstrate competency in interviewing skills. 50% 71.4% 78.6% 71.4% Recruiters have specific training in accommodating people with disabilities in the hiring process. 10% 20% 20% 20% Recruiters are periodically observed/audited by recruiting leaders during interviews. 36.4% 63.6% 72.7% 81.8% Hiring managers are periodically audited by recruiting leaders during interviews. 40% 50% 60% 60% RPO recruiters are periodically audited by recruiting leaders during interviews. 14.3% 14.3% 28.6% 14.3% Company has mystery shopped the recruiting process by applying and interviewing. 11.1% 11.1% 11.1% 11.1% Employers also regularly use panel interviews and group interviews. However, the 2012 U.K. survey found that employers generally fail to communicate that expectation with candidates. Candidates indicated that they felt unprepared when faced with panel or group interviews due to inaccurate or incomplete information. Understandably, this miscommunication can negatively impact candidate experience. What are some of the typical interview selection methods? (Check all that apply) “Feedback was poor, it was far too generic and not helpful. There were too many interviews scheduled for one afternoon – even though the overall process took longer than expected, the interview process was rushed.”
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 31 support@thecandes.org Interview structure and format should not come as a surprise to the candidate. Giving candidates the opportunity to prepare is essential for a positive experience. More than half (51.1 per cent) of candidates reported being required to attend a panel interview as part of the selection process. This experience can be nerve-racking enough for a candidate looking to make a positive impression, but the pressure is intensified when the panel comes as a surprise. The survey results indicate that few candidates were advised that a panel interview was going to take place. Before the interview, candidates… Candidate Viewpoint Question 26 (n=137) 63.5% received interviewer names and background information prior to the interview event. 54.7% were provided a discussion of next steps for processes, expenses, etc. and a promise of follow-up. 29.9% received a detailed agenda in advance of the interview. 23.4% were debriefed at the end of the day. 18.2% received a campus / facility tour during the interview event. 16.1% received interview transition support between each interview event. 16.1% reported that travel was fully coordinated by the employer. 13.9% received none of these items. 10.2% received an updated, printed agenda at the interview event. 4.4% received video information, tools and instructions prior to the interview. Fifty-four (54) per cent of candidates were advised on the next step, timescales and expectations, which means that 46 per cent were left in the dark. Coordinating candidates in a timely and informed way should is also important for providing a positive experience. Care and attention paid to the candidate at the critical selection stages may suggest the level of Which interview methods did you experience during the interview cycle with the company? (Check all that apply) Candidate Viewpoint Question 25 (n=137) 83.9% The interviewer(s) had a copy of their application or résumé with them. 59.1% The interviewer(s) used a set of prepared questions during the interview. 58.4% In-person sequential interviews were conducted (one interviewer at a time). 52.6% The interviewer(s) took notes on a structured form during the interview. 51.1% In-person panel interviews were conducted (Multiple interviewers at a time). 50.4% Phone sequential interviews were conducted. 34.3% Tests, demonstration or role play, and / or assessment exercises were incorporated to interview schedule. 29.2% Behavioural-based interview questions were explained and used by each interviewer. 19% The interviewer(s) refer to or incorporated information /results from an assessment / test completed in a previous step. 8.8% Virtual (video) sequential interviews were conducted. 5.1% Phone panel interviews were conducted. 1.5% Virtual (video) panel interviews were conducted.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 32 support@thecandes.org care and attention the candidate can expect to be paid if they become employees, and can impact their decision-making as the recruiting and screening process moves forward. Video-based interviewing, an emerging service, has been adopted by 17 per cent of participating CandE Award employers. A small number of candidates (fewer than 11 per cent) indicate they have participated in a video interview. This may indicate the technology is reserved for select job postings or jobs with fewer candidates. Candidates Acknowledge Use of Assessments The availability of assessment and testing resources – including skills and aptitude tests, situational assessments, and behavioural, personality and job-fit assessments – was also indicated by a significant amount of employers. Thirty-nine per cent stated they have one resource and 27 per cent stated the use of multiple providers. Candidates indicated that more than 29 per cent of companies openly acknowledge and integrate assessment results during the interview. These organisations may use assessment results to guide the interview to verify or further explore insight obtained from an objective candidate evaluation resource. The act of completing an assessment may create interest on the part of the candidate to learn about the results and possibly gain self-awareness from the experience. The organisations that close the loop with the candidate by discussing the result, or by mentioning the interview will be guided by results, bring a candidate-centric mind-set to the evaluation process. Employer Communication Follow Through The majority of participating employers (87 per cent) reported that they follow up with finalists no longer being considered, and that they communicate this next step with candidates. A number of organisations (22 per cent) train their staff on how to share updates on the candidate’s status – if they have not been selected – demonstrating true care for these individuals. Feedback is a critical part of a positive candidate experience, and should be an area for serious consideration in the selection process. The 2012 U.K. With Distinction winners set key performance indicators (KPIs) for feedback on progress, and the reasons candidates were not selected. A best practises approach and fairness to candidates suggest that timely and efficient feedback, especially that which has future value to the candidate (even if they are unsuccessful), can positively impact experience and employment brand.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 33 support@thecandes.org Select the answers that best represent the level of information you were provided when notified that you were not selected. Candidate Viewpoint Question 35 (n= 93) 30.1% I received an email from a "do not reply" address notifying me I was not being considered. 24.7% I received a phone call from a recruiter notifying me I was not being considered. 19.4% I received an email from a recruiter notifying me I was no longer being considered. 12.9% I did not receive any communication prior to calling the recruiter to request my status. 7.5% I received an email from the hiring manager notifying me I was not being considered 5.4% I was provided a link where I could check the status of my application independently. 3.2% I received a phone call from the hiring manager notifying me I was not being considered. Candidate as Decision Maker A small percentage of candidates stated they self-selected out of the process after being further considered (through a phone or in-person interview). The top three reasons included salary (42.9 per cent), personal relationships with the recruiter/sourcers (28.6 per cent), and feeling unqualified to fulfil the requirements of the position (28.6 per cent). These three elements remind us that the candidate is a decision-maker too. The recruiting process provides the candidate with a wide variety of data points to weigh and consider in their own discernment regarding job-fit, culture-fit from their point of view. Why did you withdraw? Candidate Viewpoint Question 39 42.9% The salary did not meet expectations. 28.6% Did not feel qualified to fulfil the duties of the position. 28.6% Did not have a good rapport with the sourcer, recruiter or other staffing personnel. 14.3% Didn't like or communicate well with the Hiring Manager. 14.3% The job was not as described. 14.3% No flexible work options such as remote worker, job sharing or telecommuting. 14.3% Relocation required - no assistance provided. The communication process with candidates who withdraw was also seen as largely negative. Of those that withdrew, nearly half (28 per cent) reported a Negative candidate experience. What is of particular interest in this case is that it indicates a qualified candidate, one under active consideration received some form of communication that detracted from their view of the organisation. While not every candidate that withdraws might have been the best-fit, it is important to leave those with a positive impression for future openings and to limit impact to the organisation’s overall brand.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 34 support@thecandes.org On the scale below (1-10), how do you rate the quality of communication after decision to withdraw from consideration with [Company]? Candidate Viewpoint Question 41 Candidate Selection Making a hiring decision, while an act of judgment, is complicated by a number of qualifying steps. As such, finalist candidates must still advance through a series of additional steps after they have been identified as the candidate of choice. These sometimes include: drug testing, background or security screening and credit report review. Also impacting candidate experience during Selection is the negotiation toward a mutually acceptable total package for employment by both the employer and candidate. Background checking, while not typically an indicator or evaluation of job-fit or performance potential, is undertaken as a form of verification of credentials, and employment and criminal records. This is a form of risk management to minimize extending job offers to those falsifying their accomplishments or with a track record of behaviours that may be counterproductive in the work environment. Which of the following statements were part of your experience in communicating with the company through the offer and hire processes? (Check all) Candidate Viewpoint Question 32 (n=93) 61.3% The recruiter extended a verbal offer prior to sending a written offer. 54.8% Background verifications were conducted prior to or after the offer was extended. 53.8% Upon offer acceptance, additional services were provided to on-board you into the company. 49.5% The recruiter provided a written offer and followed up to ensure it was received. 44.1% The recruiter called to 'test' a potential offer with you i.e. "If we were to make an offer...." 35.5% The hiring manager extended a verbal offer prior to a written offer. 36.6% The company provided multiple options to communicate goals, meet key team members, answer questions, prior to the start date. 26.9% The hiring manager provided a written offer and followed up to ensure it was received. 20.4% A recruiter follow-up took place several weeks after start date. 17.2% Additional drug testing, credit reports, and/or security verification were conducted. 15.1% A recruiting experience focus group/debrief took place in first few days of start date. 15.1% A recruiting experience survey was completed prior to start date. 11.8% If relocation was included, help with relocation services were provided. The 2012 U.K. winning companies interviewed reported that they were operating either a talent network or talent community where on-going relationships with candidates are maintained regardless of the outcome. Some employers are adopting candidate relationship management (CRM) technology for maintaining relationships, as well as methodologies of sourcing from previous candidates for all new, open positions. – Bill Boorman, 2012 U.K. CandE Awards judge Negative (0 – 3) 27.8% Positive (7 – 10) 38.9% Neutral (4 - 6) 33.3%
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 35 support@thecandes.org The Gold Standard – Would Candidates Apply Again? A company’s NetPromoter score indicates the likelihood that a customer will refer others to that company. It is considered the gold standard for evaluating overall experience with that company. To better understand the gold standard for candidate experience, the 2012 U.K. CandE Awards asked job candidates whether or not they would apply at the company again, and whether they would refer others to apply at that company. While the response rate is skewed to the favourable end, it also documents that many candidates are left with a neutral (25 per cent) or negative impression(15.6 per cent) for future personal interest and a neutral willingness (53.8 per cent) to enhance a company’s sourcing though their referral actions. Likelihood of Applying in Future Candidate Viewpoint Question 45 (n=416) Likelihood of referring others to apply Candidate Viewpoint Question 47 (n=416) Sharing Feedback The majority of surveyed candidates are Likely or Very Likely to tell their Inner Circle of Friends (~5) about their experiences finding, researching, interviewing, etc. for a job whether it is positive (72.7 per cent) or negative (61.7 per cent). A significant number are willing to go further and share their positive (27.6 per cent) and negative (16.7 per cent) experiences with EVERYONE via blogs, Facebook and sites like Glassdoor. The effects of an employer’s candidate experience have the potential to echo loudly, often and over time – impacting their potential to recruit the talent that they need as well as the company’s overall brand. How likely are you to vocalise your recruiting experience with your inner circle? Candidate Viewpoint Question 43 (n=417) How likely are you to vocalise your recruiting experience on social media sites? Candidate Viewpoint Question 44 (n=415) 49.5% 45.9% (Likely – Highly Likely) 72.7% 61.7% 16.7% 27.6% Inner Circle Social Media
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 36 support@thecandes.org Final Words The U.K. CandE Awards are designed to capture how companies produce their candidate experience, with the goal of determining where employers can improve and highlighting those organisations that are paving the way for an advanced experience. Candidates and employers both play a crucial role in ensuring a positive experience. More individuals and companies recognise this and are committed to optimising the talent acquisition process. The Candidate Experience research not only assessed the employers’ practises during screening and how they impact experience, but delved deep into the candidate’s role in the process. A candidate that has a positive relationship with the employer prior to applying is more likely to be hired. A candidate that is referred to the company is more likely to be hired. Candidates are willing to share their experiences, and impact others’ relationships with the company whether those experiences are positive or negative. Armed with this insight, employers can work to foster open lines of communication with candidates from start to finish – before they even apply and after they’ve been considered, regardless of the outcome. As part of its primary mission, The Candidate Experience Awards recognise those companies that understand how important experience is, and how deeply invested candidates become as they advance in the screening and evaluation processes. By acknowledging the firms whose practises are on the cutting-edge of the candidate experience, the employer community can increase awareness of the choices they make and the concerns that are growing within their future talent pools. The Candidate Experience Awards continue to review and analyse the employer application and candidate survey contributions. We look forward to sharing the results of the 2013 awards and benchmarking programme.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 37 support@thecandes.org The Candidate Experience Awards 2013 Employers who participate in The Candidate Experience Awards enjoy the following benefits: 1) A confidential benchmark report that compares their practises against the aggregate of all respondents 2) A confidential candidate survey administered by the Talent Board 3) Access to industry peers and experts on the candidate experience 4) If applicable, industry recognition as a leader in candidate experience 5) Participation in the Candidate Experience Awards process is FREE 6) A RISK-FREE tool for improvement - the identity of companies that do not win the award are not disclosed The 2013 Candidate Experience Awards are open to all U.K.-based and North American recruiting operations. Participation is CONFIDENTIAL and FREE. The 2013 survey will be available on The Talent Board and Candidate Experience Awards (U.K.) websites: http://uk.thecandes.org/ and http://www.thecandes.org in Spring 2013.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 38 support@thecandes.org The CandE Award Process Design The 2012 CandE Awards programme was designed to evaluate how employers engage with candidates during the employment application process. The CandE Award process involved three rounds of evaluation that were designed to capture how the organisation produces its candidate experience. The goal of the survey process was to enable companies to confidentially benchmark themselves. The CandE Award process was risk-free for companies in that their identities would only be disclosed if the company won an award. The process particularly encouraged companies that feel their candidate experience was not “award worthy.” Any company that participated received confidential and constructive feedback on how to improve. The CandE Award process was a survey open to any U.K.-based company recruiting operation that was interested in benchmarking themselves. Round 1 required completing a multi-dimensional survey that addressed: Candidate Experience Phase Description Candidate Attraction Refers to the content and actions candidates are researching in order to determine their interest in applying for employment with the company. Expression of Interest Refers to the content and actions candidates are completing when applying to a specific position with the company. Candidate Dispositioning Refers to the content and actions employers leverage to address candidates who they deem as not qualified for the position. Candidate Evaluation Refers to the content and actions employers use when engaging with candidates through the evaluation and selection process. Selected Candidate Refers to the content and actions when candidates are selected for an offer and processed as a new hire. Each section of the Round 1 survey was designed to discern how organisations produce their candidate experience. The questions examined the organisation’s processes, procedures and priorities around candidate experience. Twenty-four companies initiated the process. Round 2 consisted of a confidential candidate survey administered by the Talent Board on behalf of the participating companies. The survey consisted of 50 questions, many of which involved multi-select tables. The Talent Board empowered 18 companies to provide their 2012 employment candidates access to the Talent Board candidate experience survey. All organisations were required to survey 2012 employment candidates in order to be considered in Round 2.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 39 support@thecandes.org Companies administered their survey through a combination of email campaigns and by providing the survey link on their career portals. Companies were encouraged to survey a broad spectrum of candidates, and were specifically encouraged to present the survey to rejected candidates at all phases of the recruitment cycle. Each company was required to submit its survey distribution methodology to the Talent Board for consideration when evaluating their results. Round 3 of the survey process focused on identifying organisations that practised exceptional and exemplary recruiting and hiring methods. Round 3 is called the “With Distinction” round because it highlights specific practises, and the Talent Board believes reporting them can have a positive impact on employers’ methodologies and the market. In Round 3, companies that distinguished themselves in Rounds 1 and 2 were interviewed by an independent panel of industry judges using HireVue’s digital interviewing solutions to determine areas of distinction. Seven companies were recognised “With Distinction.” Each organisation that participated in the 2012 awards received a benchmark report that compares their responses to the aggregate group. Organisations receive reports for both their employer and candidate surveys.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 40 support@thecandes.org About the Responding Employers and Candidates About the Employers The 2012 U.K. CandE Awards attracted 24 employers that subjected themselves to two to three hours of work to fully complete their applications. The participant profile data points to the universal relevance of candidate experience. 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Under 10 11-25 26-50 51-100 Approximate Number of Resources that are Involved in Recruiting Efforts Under £10M 19% £11M- £50M 12% £101M- £500M 19% £1.1B-£3B 6% Unknown / Decline to state 44% Company Revenues 38.9% Up to 500 22.2% 501-2,500 2,501-10,000 27.8% 10,001-25,000 11.1% Employee Population
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 41 support@thecandes.org About the Candidates Round 2 required candidate feedback and yielded more than 857 surveys across 18 participating companies. Six hundred and ninety-eight (698) candidates provided write-in comments about their experiences. The response to the survey validates the conclusion: employment candidates care a great deal about their candidate experience. Candidates by gender: Candidates by job-level: Candidates by generation: We Applied to: 34.7% An experienced salaried position (3+ yrs. experience) 20.4% A management salaried position 14.3% An internship 12.6% An entry-level salaried position (0-2 yrs. experience) 5.4% A contract position 4.6% An hourly wage position 4.5% A director salaried position 1.9% A senior leadership/executive salaried position 1.3% Other 69% 31% 1.2% Silent Generation <1945 13.8% Baby Boomer 38.7% Generation X 40.8% Millennial 1.6% Generation Z
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 42 support@thecandes.org About The Talent Board and The Candidate Experience Awards The Talent Board was formed in January of 2011 by recruiting industry veterans, Gerry Crispin (CareerXroads), Ed Newman (iMomentous) and Elaine Orler (Talent Function Group). The original spark behind the CandE Awards was a conversation in November 2010 between Chris Forman, the CEO of StartWire, and Elaine Orler of Talent Function. Forman is credited with the original idea to produce an industry award on candidate experience that operates transparently. The spark turned to flame, and Orler rallied a consortium of like-minded industry figures to form The Talent Board. In 2012 the Talent Board was led by volunteer Board Members, Gerry Crispin, Ed Newman, Elaine Orler, Mark Stelzner, Jeremy Tipper and Sarah White. The Talent Board members are motivated to improve the experience of employment candidates. Everyone engaged in the vocation of recruiting attracts candidate experience stories from family, friends and even friends-of-friends. Often the stories do not reflect well on our profession and a lot of the negative experiences seem avoidable. While there is an inherent dissatisfaction that comes with rejecting employment candidates, the Talent Board believes that it is possible to: - Treat all employment candidates with professionalism and respect. - Shrink the recruiting “black hole” effect on candidates. The Talent Board was established to assist recruiting organisations in understanding and evaluating their candidate experience. The surveys and reports are intended to support business cases that help secure enabling investment. In our professional experiences, we have never encountered a recruiter that wants to treat a candidate poorly. Our goal is to help corporate recruiting organisations improve through information sharing and positive reinforcement. The Talent Board is thrilled with the results of the first annual U.K. and second annual North American award processes and competitions. The Talent Board is humbled, grateful and excited to build on the success of 2012. There will be a CandE Awards programme in 2013 that will follow a similar calendar to the 2012 process. Companies will be able to apply and enrol in the award programme by completing a benchmark survey to be available in the spring of 2013. Candidate surveys will be administered following completion of the employer applications. Gerry Crispin is a principal and co-founder of CareerXroads, launched in 1996 as a consultancy analysing the impact of emerging technology on the recruiting function. Crispin is committed to writing, researching and sharing his adventures, opinions and data about evolving staffing models with the HR profession, clients and friends. Together with his business partner, Mark Mehler, Crispin facilitates conversations about recruiting practises with staffing leaders from some of the world’s most competitive companies. He is passionate about how firms design and build staffing processes, the technology to enhance them and the systems to manage them. Gerry wants to know more about the ‘playing fields’ where candidates and employers meet and he’s more than a little curious about how they treat one another: how Job Seekers ‘game’ their next career move while Employers tout their latest opportunities.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 43 support@thecandes.org Ed Newman is the vice president of strategy for iMomentous. A well-known thought leader in the HR field, he previously launched Inside Talent Management Technology, a community web portal for the talent management technology industry. Earlier in his career, Newman founded The Newman Group, a consulting firm specialising in the delivery of talent management solutions, and served as president from 1999 through 2010. During his tenure, The Newman Group was recognised as the preferred provider of services to more than 25 accounts in the Fortune 100, and Newman developed several unique and proprietary consulting methodologies, and established implementation service delivery partnerships with some of the industry’s leading talent management technology providers. Elaine Orler is president and founder of Talent Function Group. Orler has been implementing recruitment software for large organisations since 1993. Her introduction to recruitment technology started as an employee of Qualcomm. She implemented an early version of Resumix and became the head of the regional user group for Resumix customers. She then joined Gateway Computers to define and lead a vendor selection process. She started her consulting career in 1999 for Watson Wyatt Consulting and has been instrumental at building recruitment software consulting practises for Talent Market Group, The Newman Group, and Knowledge Infusion. Orler has taken an active role in over 75 recruitment software implementations across 15 different vendor platforms. In her years in the industry she has worked with both practitioners and solution providers to shape the way Talent Acquisition solutions are delivered. A dyed-in-the-wool “early adopter,” Orler has guided her clients through the evolutionary shifts in the market. Orler is respected as a recruitment functionality expert and she takes an active role in industry events and associations. Mark Stelzner is the founder and principal of Inflexion Advisors, bringing more than 18 years of experience in the implementation of internal and external HR transformational initiatives for public and private sector clientele worldwide. Over his career, Stelzner has created more than $3.5 billion worth of measurable value to his clients and employers. A respected and active thought leader in the HR community, Stelzner has spoken at well over 100 industry conferences, events, user groups, forums and professional organisations. A highly sought after voice in the industry, he has also been featured by Wall Street Journal, The New York Times, Forbes, CNN, and NPR. Stelzner is also the founder of JobAngels, a grassroots non-profit dedicated to helping people get back to work one person at a time. Jeremy Tipper spent eight years in agency recruitment before becoming the interim head of Resourcing for Vodafone. He established Capital Consulting, a pioneer of the Recruitment Process Outsourcing sector, in 2001, creating a £30m revenue business with operations serving clients across Europe and the Asia Pacific region. Tipper has created and run recruitment solutions for a wide variety of companies on a global basis and has been at the forefront of innovation in the industry over the last 15 years. He founded the Talent Collective, a U.K.-based Talent Acquisition advisory firm in 2010. Tipper holds a bachelor’s degree in Banking & Finance from Loughborough University. Sarah White is the principal & CEO of Sarah White & Associates, LLC, a Market Strategy Firm focused on integration of technology and human capital. Initially founded in 2006 then re-launched after leaving Bersin & Associates in 2011, White identified the real need for improved technology and its integration into business processes within the Human Capital marketplace. Since then, the firm has partnered with some of the world’s largest ERP solutions looking to redesign their offering and some of Silicon Valley’s most innovative start-ups, trying to understand how to really fit into the HR Technology landscape and vendors of all sizes in between. They have also conducted surveys, produced industry reports and supported clients at numerous events around the globe.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 44 support@thecandes.org About the Sponsors ChangeBoard is the leading global careers site for senior HR professionals with an active community of over 85,000 people. Our unrivalled focus on the global HR market, talent management, leadership, technology and wellbeing provide our readers with up-to-date, timely information required in today’s fast moving economy For many job candidates, undergoing a background check can be an uncertain process: what is the employer searching? How long will it take? Will I know if they find something negative? To help alleviate these worries, many employers turn to HireRight, an award-winning provider of employment background screening, drug screening and employment eligibility solutions. We have developed a number of unique tools and resources to help candidates better understand the background screening process, like an online portal that provides valuable status updates and a dedicated customer service team just for them. For more information on how you can enhance the candidate experience and protect your employment brand, download a copy of our complimentary white paper, “The Importance of the Applicant Experience in Talent Acquisition” by clicking here or going to http://go.hireright.com/ApplicantExperienceWP. From workforce consulting and outsourcing through to talent supply chain management, we partner with the world’s leading companies to innovate the talent solutions of tomorrow. Monster Worldwide, Inc. is the parent company of Monster.com, the premier global online employment solution for people seeking jobs and the employers who need great people. We've been doing this for over 10 years, and have expanded from our roots as a "job board" to a global provider of a full array of job seeking, career management, recruitment and talent management products and services. At the heart of our success and our future is innovation: we are changing the way people think about work, and we're helping them actively improve their lives and their workforce performance with new technology, tools and practises Maximising the impact and effectiveness of your employer brand requires precise definition, compelling articulation, targeted communication and on-going evolution. With candidates increasingly spreading the word about their recruitment experiences (both good and bad) via social media, it has never been more important for every aspect of the recruitment process to be handled consistently and professionally. Which is why we are delighted to be a sponsor of the inaugural U.K. CandE Awards which recognise and encourage best practice in this area. Peer Group specialises in employer brand management, research and communications. We help organisations across the globe to identify, articulate, develop, communicate and measure the many and varied attributes that define and differentiate them as employers. Find out how Peer Group can help you provide potential and existing employees with a lasting impression that is both appealing and authentic. Talent Collective is a resourcing consultancy that, over two decades, has helped companies to build and run internal talent acquisition and RPO functions. Talent Collective advises on recruitment strategy, helps organisations to understand and navigate the recruitment technology market, and provides implementation and training services that are delivered with both an eye for innovation, but also a deep understanding of what really works.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 45 support@thecandes.org About the Judges Gerry Crispin An international speaker, author and consultant, Gerry Crispin’s views on employment strategy, hiring processes and staffing technology are widely sought after by many of the world’s most competitive corporations. He has nearly four decades of experience in the human resources field, serving as director of Human Resources of Johnson & Johnson and the general manager of Shaker Recruitment Advertising. Crispin is currently principal and co- founder of CareerXroads, an international consulting practice. He holds an ABD in Organisational Behaviour from the Stevens Institute of Technology. Bill Boorman Bill Boorman has spent more than 30 years in the field of recruiting, serving as a recruiter, trainer, operations director, consultant and coach. Over the last five years, he has served as a consultant for a number of growing recruiting firms across Europe. Described as the “King of Social Recruiting,” Boorman helps companies integrate social recruiting into their organisations and consults on a number of recruitment applications. He is also the founder and host of #Tru Events held around the globe. Keith Robinson Keith Robinson, widely considered a thought leader in the HR industry, leverages an almost three-decade career in recruitment. Having experience in managing recruitment for Computer Weekly, he founded HR magazine Personnel Today and was part of the management team that took Totaljobs.com to U.K. market leadership. In leading two of the U.K.’s largest recruitment advertising agencies, he knows full well the value of a positive candidate experience. Robinson is currently founder and director of ECOM Digital, a content marketing agency specialising in the HR and recruiting sector. Additional Contributing Authors Leigh Carpenter is programme director of the U.K. CandE Awards. He has been involved in developing and implementing RPO solutions since 2005 and consulting clients on talent acquisition strategies and operational implementations, all aimed at improving internal processes and the candidate experience Jillyan French-Vitet is a Director for the Talent Acquisition Advisory Services team within Kelly Outsourcing and Consulting Group. Her background in international recruitment spans nearly 15 years, including retained search, in-house corporate recruitment and recruitment process outsourcing. In both Europe and the USA, French-Vitet has designed, built and executed programs, from entry to executive-level hiring, with varying team sizes and geographies. In 2011, French-Vitet self-selected to ‘walk in the shoes’ of a candidate to understand the experience from the front-line with organisations looking to hire. As a result, she has been researching and writing about Candidate Experience since 2012.
  • The Candidate Experience Awards | The Candidate Experience 2012, United Kingdom 46 support@thecandes.org 2012 Candidate Experience Award Winners, North America 2012 With Distinction Winner