63c676ad46467c6b8d0753eb_[Ebook] Smart Hiring 2023 - EN (FV-2).pdf

51 Best Practices to Help You
Save Time and Hire
the Best Talent
SMART HIRING 2023
www.pipplet.com

1. Sourcing top talent – In a tight labor market, it can be difficult
to find candidates with the right skills and experience. Recruiters
must be creative in their sourcing strategies and use all the tools
at their disposal to identify the best candidates.
2. Managing the candidate experience – Candidates today
expect a streamlined and personalized experience throughout
the recruitment process. Recruiters must be able to effectively
communicate with candidates and keep them updated on the
status of their application.
3. Keeping up with technology – The recruitment landscape is
constantly changing with the introduction of new technologies.
Recruiters must be proactive in learning about new tools and
using them to improve the efficiency of their work.
4. Dealing with rejection – Recruiters deal with a lot of rejection,
both from candidates who are not interested in the role and from
hiring managers who don’t select their candidates. It’s important
for recruiters to maintain a positive attitude and keep their
confidence high.
5. Meeting deadlines – The recruitment process can be lengthy,
and there are often strict deadlines that need to be met. This can
be challenging for recruiters, who need to juggle multiple
priorities and ensure that all candidates are treated fairly.
www.pipplet.com | Page 02
As everyone knows, the role of the recruiter has changed dramatically in
recent years. With the advent of technology, recruiters are now expected to
be experts in sourcing, social media, and data analytics. In addition, they
are often responsible for managing the candidate experience from start to
finish. With so much responsibility, it’s no wonder that recruiters are feeling
the pressure.
Here are some of the main challenges they face:
INTRODUCTION

INTRODUCTION (CONTINUED)
www.pipplet.com
Benoît RENOUL, Marketing Director
Despite the challenges, recruiters play a vital role in the success of
organizations. They are the ones who find the best talent that help
companies grow.
This e-book has been designed for them, with 100 % of best practices
shared by best-in-class recruiters with their peers.
Enjoy your reading!

Passionate about recruitment, Pipplet helps companies
improve their efficiency in hiring new talent.
Over the past quarter, we've talked to recruiters about their
best practices and tips for success in the industry, and
we've compiled them here to share with you.
The best practices you'll find here are from experienced
recruiters from a variety of industries, including internet, e-
commerce, management consulting, staffing and recruiting,
financial services and outsourcing/offshoring. Some
preferred to remain anonymous.
We thank all the recruitment experts who agreed to answer
our questions and share their best practices.

WE ARE PIPPLET
Pipplet is the leading solution for assessing language skills.
Designed for high-volume multilingual recruitment,
and talent development.
Online test, no scheduling needed
4 skills assessed (listening, reading,
speaking, writing)
40 languages available
30-minute test
Results in 24 hours
Native examiners
CEFR mapped score
Integrable with HR tools
Industry based tests
Pipplet is part of ETS, global leader for language
assessment (TOEFL, TOEIC…)
www.pipplet.com

“Pipplet has helped us in
hiring new employees for
roles in languages we
would in no way be able to
test on our own.
It has been especially
helpful to us as we scale
up our hiring needs!”
Andrew K.,

Nurture your employer brand and ensure your visibility........................
1. Seek out young talent through university partnerships...............................
2.Strengthen your attractiveness through the use of student ambassadors
Structure the recruitment process.............................................................
3.Co-construct and structure a solid hiring plan (HR + management)............
4.Define a shared scoring system (scorecard)...................................................
Promote the position and generate applications....................................
5.Facilitate the filing of applications....................................................................
6. Offer a co-optation bonus to grow the pipeline of qualified candidates....
7. Making job titles and descriptions more attractive.......................................
8. Practice direct approach on LinkedIn via paid campaigns...........................
9. Target specific candidates via professional tools..........................................
10. Restore equal opportunities by daring to recruit without requiring a CV
Pre-qualify and filter the list of candidates...............................................
11. Have candidates express themselves in a motivational video..................
12. Screen candidates and then schedule interviews via AI.............................
13. Organize informal meetings to better discover the candidates................
14. Check the key elements of the CV at the beginning of the process..........
15. For multilingual positions, assess language skills before any interview ..
Evaluate and screen the best profiles........................................................
16. Entrust the assessment to specialists to accelerate the company's
international growth..............................................................................................
17. Start the interview series with a top manager.............................................
18. Evaluate “soft skills” with precision...............................................................
19.Lever psychometric tests to assess whether candidates are a good fit
with the business culture.....................................................................................
20. Practice cross-assessment to gain objectivity..............................................
21. Decipher past experiences via the STAR method........................................
22. Test candidates via a custom-made business case.....................................
23. Conduct group interviews to increase efficiency.........................................
24. Assess personality in group sessions............................................................
25. Test cooperation skills through an interactive game..................................
SUMMARY

26. Evaluate intellectual aptitudes via a “serious game”...................................
27. Estimate retention potential early in the process........................................
28. Have a case presented to a jury: the “panel interview”...............................
Secure the hiring decision and encourage acceptance of the offer........
29. Discuss salary requirements at the first meeting.........................................
30. Negotiate contractual terms early on in the process..................................
31. Introduce the best candidates to their future team....................................
32. Focus reference checks on negative returns................................................
33. Confront points of view during the reference check...................................
34. Objectivize and simplify the final decision-making process.......................
35. Remove the salary negotiation step..............................................................
36. Offer a short-term contract to make acceptance more enticing................
37. Have the promise to hire signed electronically............................................
Support and make a success of the new position.....................................
38. Integrate new recruits by cohort....................................................................
39. Organize integration sessions shortly after arrival......................................
40. Successful remote onboarding via a dedicated platform...........................
41. Offer 100% digitalized onboarding for telecommuting recruits................
42. Welcome new recruits through an immersion in the company.................
Invest in the candidate experience.............................................................
43. Enhance the company's image with candidates..........................................
44. Guarantee recruitment in just 10 days..........................................................
45. Allow recruiters to coach candidates.............................................................
46. Ensure regular debriefings throughout the process....................................
47. Share feedback with the candidate after each interview............................
48. Offer an application to help prepare for interviews....................................
49. Guide candidates through the interview process via a chatbot.................
Capitalize on candidate data.......................................................................
50. Centralize all candidate data in the ATS.......................................................
51. Tag candidates to maintain a pool of candidates that can be used at
any time...................................................................................................................
SUMMARY (CONTINUED)

Nurture your
employer
brand and
ensure your
visibility

Issues: In universities and colleges, younger jobseekers most often
use internal platforms or apply directly to the companies. This
autonomous and independent approach makes it particularly difficult
for recruiters to approach the best candidates.
Actions taken: Sportradar has partnered with many universities and
some colleges to be present at both student events and on
recruitment platforms.
Confirmed results: Thanks to this increased visibility, the number of
applications from universities or partner schools increased, offering
the company an expanded “talent pool.” In addition, Sportradar
gained the ability to directly reach out to certain candidates that had
not considered applying or that did not follow Sportradar on social
networks (LinkedIn in particular) or on recruitment platforms.
Seek out young talent
through university partnerships
1
SPORT RADAR
information services
Jana Brutovska
Senior Talent
Acquisition Partner

Issues: Recruiting teams seeking to build a pool of young talent
sometimes find approaching universities and colleges challenging,
and with reason: the best candidates typically conduct their research
independently and are only interested in the companies and sectors
that interest them.
Actions taken: In order to make itself known to the students of the
most interesting schools and universities, and to enhance its image,
this leader in strategy consulting recruits ambassadors among the
students. These student ambassadors are in charge of relaying the
best offers within the internal networks and promoting the firm to
their fellow students.
Confirmed results: Thanks to this system, the firm benefits from two
major impacts: on one hand, an increase in the number of
applications from these schools, and on the other, improvement in
the quality and relevance of job applicants.
Strengthen your
attractiveness through the use
of student ambassadors
2
UNDISCLOSED COMPANY
Management Consulting
Head of People

Structure the
recruitment
process

The “Hiring Manager Brief” is defined by the hiring manager when
the job offer is drawn up. This “Hiring Manager Brief” contains
details of the skills and qualifications expected of each candidate,
as well as the number of interviews required (three on average).
The workflow of the recruitment process is presented in the form
of a report accessible in the ATS, which centralizes all offers,
applications, and processes until finalization.
Issues: During the recruitment process, interviewers were testing
candidates on different criteria, which often varied greatly from one
interviewer to another. This made it difficult to judge candidates
objectively and compare them to each other.
Actions taken: To meet this challenge, ManoMano's Talent
Acquisition team set up a candidate progression framework, based on
a “Hiring Manager Brief” and a Workflow.
Confirmed results: This workflow allows a global and detailed follow-
up of the evaluation process of each candidate. It simplifies and
therefore saves time, and quickly identifies any missing or incomplete
feedback. Finally, it optimizes the recruitment process and maintains
an optimal candidate experience.
Co-construct and
structure a solid hiring plan
(HR + management)
3
MANOMANO
Internet / E-Commerce
Xavier DEJEAN
Senior Tech Recruiter

Issues: Standardize candidate assessment during the recruitment
process in order to help in the decision-making process.
Actions taken: In order to ensure clarity in its selection process,
ManoMano has set up a scorecard system that can be used by each
interviewer. If there is any doubt at the end of the process (e.g., very
divergent scores), a “hiring committee” is organized. This brings
together all the interviewers involved and the recruiter in charge, in
order to discuss and make the final decision.
Confirmed results: This common scorecard system makes it
possible to compare candidates efficiently and thus to make
decisions more easily. Making decisions based on this indicator
saves time and increases efficiency. Unsuccessful candidates are
systematically informed by telephone by the recruiter in charge,
then archived in the database for a period of two years (in
compliance with the RGPD).
Define a shared
scoring system (scorecard)
4
MANOMANO
Xavier DEJEAN

Promote the
position and
generate
applications

Facilitate the filing
of applications
Issues: In an effort to both centralize applications and ensure that
candidates have identified and learned a bit about the company,
recruiters often try to lure candidates to the company's website to
apply. However, this can complicate the application process and
sometimes even discourage candidates from even applying in the
first place.
Actions taken: To relieve this, Webhelp's recruitment teams
ensure that interested candidates can apply directly from the job
ad—whether it’s on a job board, a social network (LinkedIn for
example), or a recruitment platform. Thus, even if it is still possible
to find out about job openings and apply for them, the Webhelp
website is no longer a mandatory step.
Confirmed results: Since the implementation of this measure, the
overall number of applications has increased. Today, the largest
share of applications comes directly from job ads, not from
websites.
5
WEBHELP
Outsourcing / offshoring
Cécile MENANT
Talent Recruiter

Issues: Renewing sourcing channels is a key issue for any recruiter,
especially for recruitment agencies. The challenge is to increase the
quantity of applications without reducing the quality of the
prospective employees identified.
Actions taken: To activate a new sourcing channel while maintaining
a stream of quality candidates, Robert Half has implemented an
internal referral bonus. This encourages employees to recommend
Robert Half within their personal network. The idea here is simple:
any consultant who co-opts a candidate receives a bonus of €1,500
gross once the candidate is recruited. All the company's employees
are involved, and each new recruit is quickly invited to co-opt in turn.
To keep the momentum going, the firm awards a prize each year to
the company's “best co-opter.”
Confirmed results: Progressively, co-opting has played an important
role among candidate sourcing, making it possible to improve the
general level of applications and accelerating the recruitment process
since the candidates already have reliable references.
Offer a referral bonus to grow
the pipeline of qualified candidates
6
ROBERT HALF
Staffing & Recruiting
Raphaële ROJAS
Talent Acquisition Manager

Issues: Attracting a wide range of well qualified candidates is a challenge
for any recruiter. That’s why it’s crucial to stand out from the competition
—and that starts with how job titles and descriptions are worded.
Actions taken: To meet this challenge, Robert Half has implemented a
more “marketing-style” approach, “borrowed from startups.” The firm
limits its offers to a few lines, even a few words, with an impactful and
direct formulation. Important terms appear in bold, and offers are
sometimes enriched by testimonials and video. The firm has also asked
for a more attractive communication, using keywords such as:
“possibility of rapid evolution,” “attractive remuneration,” or “flexibility of
work.” In addition, the firm proceeded to a “degenrification” of certain
job titles, which attracted—without obvious reason—mainly women. In
addition, they also reworked some job titles, such as “Recruitment
Consultant,” which tended to attract applicants with backgrounds in
human resources. Now worded “Business Developer,” this same position
now attracts more candidates with entrepreneurial backgrounds.
Confirmed results: Following these changes, the number of
applications received via LinkedIn or by email is much higher. According
to the firm, these ads attract more young graduates who are considered
more “dynamic,” with more diversified experience.
Making job titles and
descriptions more attractive
7
ROBERT HALF
Raphaële ROJAS

Issues: As a leader in the luxury goods industry, this employer uses a
variety of sourcing tools (such as LinkedIn for recruiters, the
corporate website, or solutions such as TalentLink or Cornerstone).
Still, these tools don’t allow them to proactively target jobseekers that
meet very specific criteria like “geographical area,” “skills,” and
“education.”
Actions taken: Recruiters decided to use the LinkedIn Ads advertising
platform to address highly targeted candidates—especially by
geographical area. This is very useful, for example, when the brand
opens a new store and wants to recruit the talent that will make it
work. To support this approach, the company has set up a strategy of
targeted videos highlighting certain craft practices such as
embroidery or jewelry making and presenting these exceptional skills.
These films also allow the company to communicate on its
distribution, diversity, and challenges with acquiring younger talent.
Confirmed results: With this use of targeted ads on LinkedIn, this
large fashion operation targets the most desirable candidates more
quickly and precisely, thereby saving precious time for screening
résumés.
Practice direct approach on
LinkedIn via paid campaigns
8
UNDISCLOSED COMPANY
Luxury Goods
VP Global Talent
Acquisition & Mobility

Target specific candidates
via professional tools
Issues: Unilever sometimes finds it difficult to recruit qualified
jobseekers that meet the company's requirements.
Actions taken: Unilever recruiters have taken out a specific
subscription to the LinkedIn Talent Solutions service, which enables
them to target candidates precisely according to their skills,
experience, and companies visited, and then to approach them
directly.
Confirmed results: Through this filtering created upstream of
recruitment, Unilever selects the best candidates and thus gains in
efficiency without having to resort to calls for applications open to a
wider panel.
9
UNILEVER
Consumer Goods
Frédéric COVEZ
Recruitment and Training Manager

Issues: This global leader in the food industry was looking to ensure a
higher level of fairness in its recruitment process and make sure it
didn’t miss out on great candidates who hadn’t followed a traditional
career path.
Actions taken: Along with “traditional” recruitment (sending in a CV,
making a video presentation, interviews with managers, etc.), the
company organizes recruitment sessions without a CV. Six to eight
candidates per session are interviewed by managers, and the latter
are not aware of their background. The managers therefore base
their opinion solely on this collective interview (standard recruitment
questions, mainly concerning the position to be filled and “soft skills”).
Confirmed results: Recruitment minus all the CVs touts a certain
meritocracy/equity. It allows equally good candidates who didn’t
follow a classic career path to be heard and to have their chance.
Restore equal opportunities
by daring to recruit without
requiring a CV
10
UNDISCLOSED COMPANY
Food & Beverage
Recruitment Officer

Pre-qualify
and filter the
list of
candidates

Issues: This leading food industry company found that it was wasting
a lot of time on the interview process. Too many interviews were
being conducted with candidates who turned out to be insufficiently
or inadequately qualified.
Action deployed: In 2019, to make its selection process more
efficient, the company implemented an online video interview, inviting
candidates to answer several questions customized to the position in
question, by recording themselves in front of a camera.
Confirmed results:Replacing the initial telephone contact stage, this
video presentation allowed the recruitment team to save precious
time by meeting only the most convincing candidates. In addition, it
gives candidates an opportunity to promote themselves other than
through their CV and cover letter, without committing too many
resources (human or time).
Have candidates
express themselves in a
motivational video
11
UNDISCLOSED COMPANY
Food & Beverage
Recruitment Officer

Issues: The first part of any recruitment process involves some time-
consuming. This is the case for the sorting of applications and the
sending of emails to candidates in order to organize the first
interviews.
Actions taken: This world leader in software publishing has
automated most of these tasks by relying on artificial intelligence. This
AI automatically sorts applications according to the occurrence or
presence of certain keywords, then sends candidates psychological
and psychometric tests and analyzes their answers. At the end of this
double process, the AI assigns a grade of A, B, C or D to each
candidate. The recruiter or manager then only has to select the
candidates to meet, and the AI finally takes care of scheduling an
interview according to the available time slots.
Confirmed results: This automation of administrative and
operational management tasks has saved recruiters considerable
time. They can now devote more time to accompanying candidates
and examining the most relevant applications on a case-by-case basis.
Screen candidates
and then schedule
interviews via AI
12
UNDISCLOSED COMPANY
Computer Software
Senior Talent Acquisition Specialist

Issues: Having the impression that it was not really able to perceive
the personality and potential of candidates in a traditional
recruitment process, this leader in strategy consulting set up meeting
times with its candidates in a less formal context.
Actions taken: HR hosts a chat over coffee to serve as an icebreaker
and warm candidates up to the firm. As a group, candidates are
invited to the firm's offices for an end-of-day drink—the ideal moment
to get to know the teams. At the end of these events, candidates are
contacted, and if necessary, are invited in for a formal interview.
Confirmed results: This initiative allows candidates to discover the
firm and its consultants without apprehension and to demonstrate
their social and integration skills.
Organize informal
meetings to better discover
the candidates
13
UNDISCLOSED COMPANY
Head of People

Check the key elements
of the CV at the beginning
of the process
Issues: Conducted at the end of the recruitment process, the
“background check” (verification of diplomas and references)
sometimes leads to the invalidation of a candidate after a significant
amount of time has already been allocated to it during the interview.
Actions taken: To avoid this waste of time, the consultants of the
Robert Half recruitment firm now carry out the “background check” as
soon as the CVs are sorted in order to immediately exclude
candidates whose diplomas, documents, or references have not been
checked.
Confirmed results: Even if this process is added to the screening
phase, it can be easily automated through software (unlike interviews
and meetings with candidates, which is entirely human contact).
Implementation of this disruptive practice has allowed us to better
select candidates and save considerable time during the interview
phase.
14
ROBERT HALF
Raphaële ROJAS

Issues: When specific language skills are required for a position (in
this case, customer service), it is sometimes discovered too late that
the candidate does not have the required level. This is unfortunate, as
recruiters could have saved time by identifying this gap much earlier
in the process.
Actions taken: That's why this e-commerce giant has chosen to
assess communication skills before any interview. The recruiter sends
all relevant applicants an invitation to take a Pipplet test in the
required language to assess their reading, listening, writing and
speaking skills. The 30-minute test is taken online, and the result
appears within 24 hours in their ATS Greenhouse.
Confirmed results: By focusing on candidates who already have the
required language skills, recruiters have saved considerable time and
reduced the risk of unnecessary interviews. For some roles, a more in-
depth assessment is conducted to gain insight into strengths and
weaknesses and to develop a training plan.
15
For multilingual positions,
assess language skills
before any interview
UNDISCLOSED COMPANY
Internet / e-commerce
Senior Recruiter & Team Lead

Evaluate and
screen the
best profiles
via tests (automated or not)
via interviews (individual or group)

Issues: The famous e-commerce platform for online stores and retail
point-of-sale, was growing rapidly but only in a few languages (English,
French, and Spanish), leading to frustration among customers who
were not able to communicate effectively with the company. Shopify
needed to hire customer service representatives in other languages,
but its recruiters could not assess them because they did not speak
the language.
Actions taken: To expand its multilingual support, Shopify deployed
Pipplet, an assessment solution that can assess multiple languages,
relying on native examiners. This allowed it to easily test hundreds of
candidates, and expand its customer service to 13 languages including
Italian, Brazil Portuguese, Korean, Japanese, and Chinese.
Confirmed results: By relying on Pipplet, Shopify has been able to
support customers who speak other languages, and hopefully improve
its overall customer satisfaction. Behind, it was the opportunity for this
software company to break to new markets and dramatically
accelerate its global growth.
Entrust the assessment to
specialists to accelerate the
company's international growth
16
SHOPIFY
Internet / Software
Melissa HURLEY
Recruitment Manager

Issues: In a recruitment process, the selection phase must be as
efficient as possible in order to optimize the time spent with
candidates. In conducting analysis, this international recruitment firm
found that the most selective interviews were those where the
candidate met with a manager. However, this type of interview is
often positioned towards the end of the process, when a lot of time
has already been invested by the teams.
Actions taken: To increase efficiency and shorten the selection
process, the firm chose to schedule an interview with a manager as
early on as possible. Thus, the candidate has his first interview with a
senior person in the company. At the end of this interview, the
manager validates the candidate's entry into the process or rejects
the application. The selected candidate can then meet with people
lower in the hierarchy, who will test his or her professional and
behavioral skills from a more operational angle.
Confirmed results: This approach simplifies the process, saves teams
a lot of time, and dramatically increases the quality of the candidate
pipeline.
Start the interview series
with a top manager
17
UNDISCLOSED COMPANY
Executive Search Senior Consultant

culture fit: ensure that the candidate shares the company's values
performance fit: verify that the candidate's past performance is in
line with the company's current performance and growth objectives
leadership fit: assess the candidate's ability to coach and inspire his
or her employees
team fit: assess the relational compatibility between the candidate
and the rest of the team
Issues: Recruiters know it all too well: it’s not uncommon to find out
after hiring that some candidates, even if they have the “hard skills”
necessary for the position, do not have the interpersonal skills or values
that others in the company are used to and expect.
Actions taken: The recruitment firm Transearch has developed a
methodology called Orxestra, which aims to evaluate not only the
candidate's “soft skills,” but also his or her fit with the company's values.
Here are the 4 criteria taken into account:
Confirmed results: This detailed evaluation of the candidate's “soft
skills” and values ensures that the candidates recruited will be able to
bring the added value expected by the company. Beyond trying to
recruit the best possible candidate—in terms of business skills—the
objective is to identify the candidate who is best adapted to the
company culture (culture fit) and who will develop the expected
opportunities (performance fit).
Evaluate “soft skills”
with precision
18
TRANSEARCH
Vladimir POLOMSKY
Executive Search Professional

Issues: Seeking to evaluate its candidates, both in terms of their
abilities and their compatibility with the proposed position, this
recruitment firm established that recruitment errors were often due
to overly subjective opinions on the part of the recruiters.
Actions taken: To gain objectivity, this firm decided to have their
candidates take psychometric tests through the Hogan Personality
Inventories (HPI). The interest of these HPI tests: they measure the
natural personality, i.e., the way we behave with others on a daily
basis. They indicate, for example, whether you are a leader or a
follower, a cooperator, or an individualist. These are key elements to
know if the candidate will be able to integrate well.
Confirmed results: The implementation of HPI tests allowed the firm
to evaluate candidates more objectively, to compare them to the
desired background, and to better report to the employer the criteria
that led to the selection of these candidates in the shortlist.
Lever psychometric tests to
assess whether candidates are a
good fit with the business culture
19
UNDISCLOSED COMPANY

Issues: To make the evaluation of candidates less subjective and
more structured, this renowned recruitment firm enriched its
interview process.
Actions taken: In order to establish a candidate's potential in a more
refined and objective way, the firm requires its recruiters to evaluate
each candidate according to three criteria: leadership, relationship,
and influence. The advantage is that this evaluation is triple-checked:
each candidate is evaluated by three different people, during three
successive interviews, according to these three criteria.
Confirmed results: With this joint assessment method, candidates
are assessed more effectively and more reliably. In addition to the
clear breakdown of tasks, which leads to a better objectivity of the
recruiter, confrontation of points of view allows a more objective and
complete analysis.
Practice cross-assessment
to gain objectivity
20
UNDISCLOSED COMPANY

Issues: During interviews, candidates who are especially good at
communicating can sometimes succeed in impressing their
interviewer while remaining vague. On the other hand, they may have
difficulty presenting their past experiences in a clear and structured
way.
Actions taken: To guide the presentation of candidates' career paths
and professional experiences during interviews, the French scale-up
ManoMano has generalized the use of the STAR method (Situation,
Task, Action, Result). This method leads the candidate to answer only
open-ended questions, such as: “Is there a project you are proud of
having carried out?” while trying to decipher what the initial situation
was, what task was personally carried out, how it was carried out, and
what result was obtained.
Confirmed results: The STAR method allows candidates to express
themselves freely so they can present their professional experiences
in a more open and detailed manner than they might with overly
oriented questions that require greater precision.
Decipher past experiences
via the STAR method
21
MANOMANO
Xavier DEJEAN

Issues: This leading strategy consulting firm found that the proposed
business cases were too generic and already circulated and used
among candidates. As a result, they neither identified the candidate's
true potential nor prevented recruitment errors.
Actions taken: Today, the operational manager designs a tailor-
made, real-world “business case” for the candidate after the initial
round of interviews, according to identified strengths and weaknesses
and the position to be filled.
Confirmed results: Since the implementation of this practice,
candidates are recruited in a more appropriate way and can no longer
anticipate the cases submitted during the interview. As a result, there
are fewer recruitment errors.
Test candidates via a
custom-made business case
22
UNDISCLOSED COMPANY
Head of People

Issues: During the screening phase, applications are quickly
examined, and it’s obvious that recruiters decide—without even really
knowing—to reject qualified candidates. Meeting all of them in person
can be a solution to this problem, but the volume of applications
makes this physically impossible.
Actions taken: This high-end fashion business has set up group
interview sessions in order to quickly identify potentially interesting
candidates and exclude those that do not meet expectations. These
interviews take the form of round tables and debates designed to
present the company and verify the fit with the candidate's
background. These collective interviews are not subject to any quota,
the aim being simply to have an initial evaluation of the elements
mentioned and to make contact. Thus, at the end of a session
gathering, there are 15 candidates, and all 15 can be taken or refused.
Confirmed results: Recruiters save valuable time, and applicants that
enter the selection process are of better quality.
Conduct group interviews
to increase efficiency
23
UNDISCLOSED COMPANY
Luxury Goods
VP Global Talent

Issues: EY Parthenon was facing a lack of cohesion among its young
recruits and a high turnover. In addition, the group was concerned
about the lack of visibility on how the candidate would behave with
his future colleagues.
Actions taken: EY Parthenon has set up half-day interview sessions
with candidates who have applied for all types of positions.
Confirmed results: For the recruiter, this half-day is an opportunity
to discover the candidates in interaction with their future colleagues
outside the strict and exclusive framework of the interview, and thus
to evaluate their integration potential. For the candidates, it helps
them better perceive the company culture, have informal exchanges
with junior employees, and confirm that they would like to work
alongside them. Finally, it also helps to identify future “strong pairs” of
colleagues, i.e., pairs or even groups of colleagues whose cohesion,
mutual aid and teamwork would be strengthened.
Assess personality in
group sessions
24
EY PARTHENON
Accounting
Nicolas PETIT
Talent Attraction & Acquisition
Leader for Strategy &
Transactions

Issues: Rocked by recruitment errors that were partly attributable to
its initial (lengthy) application screening process, this leading IT
consultancy sought an innovative solution to perform an initial filter
of junior candidates, based on their cooperation capabilities.
Action taken: In 2018, an interactive online video game was set up,
involving different candidates in order to assess their skills.
Subsequently, this “serious game” (initially similar to a business case)
was modified and enriched to now assess mostly soft skills. Today, it’s
become the first step in the recruitment process of the company and
has a truly selective dimension.
Confirmed results: Recruitment is more fluid and less intervention,
saving recruiters time. This “serious game” also allows to evaluate
each candidate as a member of a group, which is laborious in a classic
recruitment process.
Test cooperation skills
through an interactive game
25
UNDISCLOSED COMPANY
IT & Services
Recruitment Manager

Issues: This leading strategy consulting firm wanted to assess its
candidates in an innovative and disruptive way, in line with the
mentality of consulting firms, which demand proactivity and
adaptability from their teams.
Actions taken: The firm set up a first round of online qualification,
confronting the candidates with the resolution of a complex problem.
This “serious video game” has the advantage of offering an intelligent
and almost individualized situation where evaluation is automated.
Confirmed results: This game saves time and efficiency for the
recruiter by selecting the most skilled candidates—not those who
have crammed the most just before the interview.
Evaluate intellectual
aptitudes via a “serious game”
26
UNDISCLOSED COMPANY
Digital & Analytics Recruiter

First, candidates are asked to express themselves on about 50 values
and sources of motivation. They must choose the seven with which they
feel most in agreement. These seven values will be the basis for
discussion during the following interviews.
In the second phase, Transearch offers the best candidates in the
running to discuss the company's values, during a debate moderated by
the recruiter. Employees are expected to refer to sources of motivation
related to the company itself (such as its reputation and any
opportunities for promotion and growth) rather than just to the
benefits it offers (such as flexible hours, salary, and location).
Issues: Weeks or even months after a hire, a recruiter or manager may
realize that the new recruit doesn’t adhere that well to the company’s
culture. Transearch wanted to prevent this risk by identifying the
motivational levers of candidates.
Actions taken: Before the selection phase, Transearch estimates a
“Retention Index” for each candidate, an internal index that evaluates the
degree of correspondence between the candidate and the company's
values. The objective: to anticipate the successful integration of the new
recruit, and especially his retention within the company over several years.
This “Retention Index” is evaluated in two stages: first via an interactive
game, then via a debate on values between candidates.
Confirmed results: The implementation of the “Retention Index” makes it
possible to select the candidates that will join the company for “good
reasons.” If they really adhere to the company's culture, they will be less
likely to leave for a competitor's company just to get a higher salary.
Estimate retention potential
early in the process
27
TRANSEARCH
Vladimir POLOMSKY

Issues: Recruitment is often based on the candidate's ability to
answer highly codified questions or, on the contrary, to think
spontaneously (case studies). But it is rare that a recruitment process
allows the candidate to build a coherent thought process and to
demonstrate it to the recruiters.
Actions taken: In order to select the various candidates from a final
“shortlist,” this leader in the software industry asked them to prepare
and then present a “case” imagined jointly by the recruiter and the
future manager. This exercise allows us to evaluate the candidates on
their ability to synthesize, their method and their efficiency, during
this project which lasts several days. Their elocution, pedagogical, and
presentation skills are also evaluated. Finally, this “case” allows us to
compare the best candidates according to criteria similar to the
requirements of the future position.
Confirmed results: This specific test allows companies to identify the
best candidates more easily by revealing certain aspects of their
personality and talents (or weak areas) that may have passed
unnoticed during the interview. If multiple candidates are at times
neck and neck after the interviews, this test helps recruiters better
compare and contrast them.
Have a case presented to a
jury: the “panel interview”
28
UNDISCLOSED COMPANY
Computer Software
Senior Talent Acquisition Specialist

Secure the
hiring decision
and encourage
acceptance of
the offer
secure the hiring decision
promote acceptance of the offer

Issues: Recruiters at German fintech N26 realized that they were
losing considerable time at the end of the recruitment process
negotiating salary conditions. Sometimes, they could not even meet a
candidate's expectations and saw him or her slipping away. All the
effort invested during the selection phase was then lost.
Actions taken: Contract negotiations (for compensation, time off,
and other benefits) begin at the very first stage of the recruitment
process.
Confirmed results: This approach resulted in faster hiring, increased
candidate buy-in, and a smoother recruitment process.
Discuss salary requirements
at the first meeting
29
N26
Financial Services
Mohamed AMIN
Recruiting Partner

Issues: Many contract negotiations were either inconclusive or too
time-consuming at the end of the recruitment process, resulting in a
loss of overall efficiency.
Actions taken: Webhelp has therefore chosen to discuss the general
terms of the contract (salary, vacations, benefits, etc.) right in the very
first telephone interview. This allows us to get to know the candidate
better and evaluate how he/she is positioned, adapt the recruitment
process if needed, and avoid interviewing candidates whose
expectations are not in line with what the company can actually offer.
Confirmed results: This practice increased the rate of successful
candidates (i.e., converted to hiring) and, ultimately, saved time in the
recruitment process.
Negotiate contractual terms
early on in the process
30
WEBHELP
Cécile MENANT
Talent Recruiter

Issues: The interview phase often does not allow for a full evaluation
of the “soft skills” of the candidates and is not sufficient to prevent all
recruitment errors. It just so happens that candidates present an
advantageous facade, but then have difficulty taking charge of their
position or adhering to the company's values.
Actions taken: In order to ensure the match between the candidate
and his future team, this leader in the e-commerce sector brings them
to meet during the selection process. This team meeting aims to
assess the candidate's ability to integrate into the group dynamics.
Confirmed results: Practice shows that team input frequently
provides clear direction for the recruitment process. A recruitment
choice that is subject to the team's prior approval promotes a
stronger welcome and integration for the new recruit. If the team is
divided on the decision to be made, it is an opportunity for its
members to make their choices explicit and to better identify/reaffirm
their common identity together.
Introduce the best candidates
to their future team
31
UNDISCLOSED COMPANY

Issues: When checking references, N26 recruiters were getting too
much of the same speech from the candidate's former employees…
Actions taken: During the final stage of recruitment, the N26
recruiter contacts two to three people (employers or colleagues)
whose names are provided directly by the candidate. The recruiter
only asks them what problems or difficulties they have encountered
with the candidate. The elements collected are then compared to the
elements provided by the candidates during the job interviews, and to
the observations made during the interviews.
Confirmed results: This approach to reference checking has allowed
N26 recruiters to get stronger feedback than the praise usually
provided by former employers, who are reluctant to address their ex-
colleague's shortcomings. It also allows them to verify that the
interviews have identified the main areas of improvement for each
candidate.
Focus reference checks on
negative returns
32
N26
Financial Services
Mohamed AMIN
Recruiting Partner

Issues: Often, reference checks only confirm the information the
candidate already shared during interviews and hardly prove
themselves worth the time they require.
Actions taken: To get more value from reference checks, this leading
recruitment company asks candidates for four references. The
objective is clear: to be able to compare the points of view of several
people who have already worked with the candidate.
Confirmed results: Four assessments (as opposed to testimonials
more often analyzed individually) offers you added perspective that
enables you to better identify candidates’ qualities and areas for
improvement, thereby enriching the observations made during the
interview phase.
Confront points of view
during the reference check
33
UNDISCLOSED COMPANY

Objectivize and simplify the
final decision-making process
Issues: The final deliberation for the selection of candidates involved
too many stakeholders with frequently conflicting opinions, hindering
the efficiency of the process.
Actions taken: At AUTO1 Group, a single person is now in charge of
arbitrating the choice of recruitment: the last word goes to the hiring
manager. At the end of the recruitment process, the corporate
recruiter submits (in agreement with his or her team) the three best
candidates to the hiring manager, but without ranking them or
making any preferential judgment. Ultimately, it’s up to the hiring
manager to decide.
Confirmed results: This process avoids last-minute debates between
all the various decision-makers. Decision-making is more factual,
clearer, and fast.
34
AUTO1 Group
Internet
Rachid SARHDI
Corporate Recruiter

Issues: Negotiating salaries sometimes leads to awkward exchanges
at the end of the recruitment process that might better be avoided
for the good of the company and the candidate. This employer
sought to resolve this issue.
Actions taken: The assumption is that the employer and the
candidate must be able to make an effort to reach an agreement on
salary. Thus, in this company, salaries are not negotiated at the time
of hiring and there is no predefined salary scale for new recruits. The
candidate selected after the interviews is asked to state the salary
he/she would like to be paid, and then the firm simply chooses to
grant the corresponding offer, or not to proceed.
Confirmed results: For the company, this approach was a success. It
allowed the company to recruit candidates who were able to assess
their added value and their role within the team.
Remove the salary
negotiation step
35
UNDISCLOSED COMPANY
Executive Search and
Assessment Professional

Issues: Requiring candidates to respond too quickly to the promise of
employment can be counterproductive, to the point of good
candidates dropping out.
Actions taken: For the most interesting prospective employees, this
employer first decided to extend the response time in order to
optimize the chances of a positive response. To offer the candidate
the ideal peace of mind for making the right choice, this employer
doesn’t hesitate to hire some of them on a short-term contract.
Confirmed results: Fully embodying the company's values (listening,
understanding, and humanity), this approach transformed the entire
candidate experience. By giving them the opportunity to project
themselves into their position, the short contract option helped
convince some candidates to walk through the company's doors, and
ultimately, to sign a long-term contract.
Offer a short-term contract to
make acceptance more enticing
36
UNDISCLOSED COMPANY

Issues: Candidates might just withdraw between the offer of
employment and the final contract signature. The causes:
negotiations that take too long, a better offer from another employer,
etc.
Actions taken: Once the selection process is complete, Webhelp
sends the selected candidates a promise to hire. If they accept it,
they’re invited to sign it electronically via Yousign.
Confirmed results: By getting the candidate to commit before
signing the contract, this initiative saved the Webhelp recruitment
team valuable time and significantly reduced the dropout rate of
successful candidates.
Have the promise to hire
signed electronically
37
WEBHELP
Cécile MENANT
Talent Recruiter

Support and
make a
success of the
new position

Issues: This strategy consulting firm was facing a number of
departures among recently recruited employees—mostly likely due to
a lack of cohesion within the teams.
Actions taken: The firm decided to integrate its recruits into groups,
over well-defined periods, in order to create a “cohort effect” and to
initiate solidarity and team spirit among the new employees.
Confirmed results: This practice has helped ensure that young
recruits adhere to the spirit of the company, give them a sense of
direction within the firm, and reduce the high turnover among
juniors.
Integrate new recruits
by cohort
38
UNDISCLOSED COMPANY

Issues: Swiss Post Solutions wanted to make the first days more
pleasant for new recruits who—buried in information from
onboarding—had difficulty assimilating all the issues.
Actions taken: Two integration days are now organized for all new
recruits. New recruits are invited to attend these days only after they
have been with the company for several weeks, when they have
begun to settle in.
Confirmed results: During these induction days, recent recruits are
much more receptive to the messages delivered and are better able
to learn from them. On a more general level, this tends to allow better
loyalty and sense of belonging, improve productivity, and reduce
turnover.
Organize integration
sessions shortly after arrival
39
SWISS POST SOLUTIONS
Outsourcing/offshoring
Federica GATTO
Training, Internal
Communication & Talent
Acquisition

Issues: The pandemic disrupted recruitment practices—particularly
the process of following up with and onboarding new recruits. Indeed,
for many months, face-to-face exchanges were not even possible,
with a risk in terms of integration and follow-up.
Actions taken: This is why this prestigious employer deployed a
solution to build a customized onboarding program. The program
includes tools, videos, and shared files, and offers the new employee
a place for dialogue and a follow-up of his or her career path.
Combining the best of both worlds (physical and digital), the platform
offers a faster and more efficient integration, a more personalized
path, and better communication. Initially used by the American entity,
it has been gradually deployed in European countries.
Confirmed results: This onboarding platform allowed HR teams and
operational managers to save time by automating many of the
onboarding steps, and to focus on those that required human follow-
up on a case-by-case basis. This solution now allows the company to
offer an employee onboarding process that is just as effective in a
telecommuting situation as in a face-to-face one.
Successful remote onboarding
via a dedicated platform
40
UNDISCLOSED COMPANY
Luxury Goods
VP Global Talent

a list of tasks to be completed on a daily basis (e.g., activate Gmail
account, LinkedIn recruiter, etc.)
presentation of the internal teams (such as tech, business, and
marketing)
a satisfaction survey
Issues: In the context of the pandemic, this scale-up sought to renew
its integration practices to be able to welcome its new recruits as well
as possible, even remotely.
Actions taken: The solution implemented is a digitalized onboarding
based on sending a daily newsletter during the first 10 days in the
company. Included in these emails were:
Confirmed results: The implementation of this approach made it
possible to build a close link with each new employee as soon as they
arrived, while minimizing manual tasks (automation of files and
emails sent). The vast majority of this onboarding was retained when
the employee returned to the office.
Offer 100% digitalized
onboarding for telecommuting
recruits
41
UNDISCLOSED COMPANY
Online Media
Tech Recruiter

Issues: During the first few months in the company, new recruits are
often confined to their department while they assimilate their new
tasks and get their bearings. As a result, familiarization with the
general functioning of the company and with the entire group is
typically slower.
Actions taken: When they join the group, new recruits—particularly
in the logistics teams—do not start immediately in their department.
They first follow a one-week integration program including theoretical
training to handle certain tools (Office suite, Excel, etc.) and explore
the company culture. They’re also given a tour of the site where they
work and are introduced to each of the jobs they do. During this
integration week, they are asked to perform tasks related to different
positions (unpacking orders, composing orders, etc.).
Confirmed results: Internal studies have observed that new recruits
have a better overall understanding of the challenges of their position
compared to the rest of the company and, ultimately, a better
commitment to the company. The result: better integration, greater
productivity, and a reduced turnover rate.
Welcome new recruits through
an immersion in the company
42
UNDISCLOSED COMPANY

Invest in the
candidate
experience

Issues: While they have the required professional skills, some
candidates aren’t suitable for the position needing to be filled just
because they don’t share the company's values. Working on behalf of
its clients, a recruitment agency must therefore fully understand the
spirit and values of the client company, in order to present only those
candidates who correspond with it.
Action: Before the mission starts, the Transearch consultant gathers
and analyzes a maximum of internal data (PowerPoint supports,
anecdotes, website, and more) and exchanges a lot with his client to
identify the values that characterize the company and the position to
be filled. On this basis, he builds a complete storytelling for the
candidates, which presents the company, its DNA, and the specificities
of its culture.
Observed result: This reflection on the employer brand allows the
consultant to convey the company's DNA to the candidates, and
consequently to differentiate the offer from those of other employers.
Transearch manages to attract more suitable candidates, by making
them want to join the client’s company rather than another one.
Enhance the company's
image with candidates
43
TRANSEARCH
Vladimir POLOMSKY

Issues: Candidates are sometimes involved in several recruitment
processes, which together can take a long time. The firm wishes to
remedy the problem of an overly long process that could be time-
consuming and discouraging for the candidate.
Actions taken: In order to keep the candidate's interest and to make
them understand that they are at the heart of the company's
concerns, Robert Half has decided to limit its recruitment process to a
maximum of 10 days. Interviews must result in a rapid response in
order to encourage the candidate to position himself on an offer.
Confirmed results: Following the implementation of this measure,
Robert Half observed a higher rate of positive responses to the
promise to hire and the creation of a stronger bond with applicants.
Guarantee recruitment
in just 10 days
44
ROBERT HALF
Raphaële ROJAS

Issues: Not all candidates are aware of the level of expectations of
recruiters, and they don’t necessarily have the right contacts around
them to advise them. Equal opportunity is therefore not guaranteed,
and recruiters risk missing out on some candidates who have the
required abilities, but who are poorly advised.
Actions taken: This firm has set up a unique coaching system. Each
candidate is supervised throughout the recruitment process by a
recruiter. The recruiter makes the first phone call with the candidate,
and after each interview, conducts a debriefing with the candidate in
complete transparency, in order to share the positive and negative
aspects identified during the interview.
Confirmed results: With this system, the recruitment process and
the final result are observed more than the “classic” file (education,
prior experience, and cover letter). This allows recruiters to better
detect the potential of each candidate and to indicate where he or she
needs to improve. In this way, the firm tests the candidate's
propensity to question himself, to adapt his way of presenting himself
and to better respond to the expectations that are formulated.
Allow recruiters
to coach candidates
45
UNDISCLOSED COMPANY

Issues: This employer reviewed its recruitment process after noting
that it caused some candidates to drop out.
Actions taken: The recruiters of this leading online retailer focused
on one objective: to create a feeling of belonging and attachment to
the company right from the interview phase. To achieve this, the
recruiters chose to organize regular “sales calls” with each candidate.
These exchanges are an opportunity to share their post-interview
feedback, to guide them, to reassure them, and to present the next
steps in the selection process. During these calls, recruiters present
more about the company's operations and values, and give concrete
evidence (listening, humanity, and availability).
Confirmed results: Following the implementation of this measure,
recruiters noted that candidates gained in serenity and confidence,
and were better able to demonstrate their abilities in interviews. But
above all, the proximity thus created reinforces the desire of
candidates to join the teams.
Ensure regular debriefings
throughout the process
46
UNDISCLOSED COMPANY

Issues: Webhelp wanted to solve several problems identified during
the recruitment process: candidate withdrawal, lack of
communication, lack of preparation of candidates, etc.
Actions taken: After each interview, the candidate is systematically
invited to debrief with a human resources manager.
Confirmed results: Thanks to this feedback system, Webhelp obtains
regular feedback on the practices of its recruiters and on the
company's perception during the recruitment process. This feedback,
which informs the company about the candidates' experience, has led
to an improvement in the quality of the candidate experience and in
the quality of those which are finally retained.
Share feedback with the
candidate after each interview
47
WEBHELP
Cécile MENANT
Talent Recruiter

Offer an application to help
prepare for interviews
Issues: As preparation for recruitment interviews is very specific to
consulting firms, preparation, and training materials are necessary for
candidates to help them prepare for their recruitment process in the
best possible conditions.
Actions taken: The BCGYou application developed by the Boston
Consulting Group provides candidates with support and preparation
for interviews through calculation exercises, case study training and
practical advice from consultants. The application, which is accessible
once they have started the process, also allows candidates to follow
their application live.
Confirmed results: This application offers better management of the
recruitment process for candidates who go through several processes
at the same time, and also improves equal opportunities. Candidates
are better prepared and can fully demonstrate their potential.
48
BOSTON CONSULTING GROUP
Mélanie DITTRICH
Recruiting Consultant

Guide candidates through the
interview process via a chatbot
Issues: Having noticed that during the recruitment process,
candidates are often confused by questions of secondary importance
(such as types of supporting documents to be provided, the locations,
dates, and times of interviews, how business cases work). EY
Parthenon wanted to help them find their way around.
Actions taken: EY Parthenon created a chatbot allowing candidates
to ask all their questions and to be redirected to the appropriate
pages according to their questions.
Confirmed results: Thanks to this chatbot, candidates arrive at
interviews better prepared and better informed, which allows
recruiters and HR departments to spend less time on often redundant
questions.
49
EY PARTHENON
Accounting
Nicolas PETIT
Talent Attraction & Acquisition
Leader for Strategy &
Transactions

Capitalize on
candidate
data

Key information about each candidate: past experience, academic
background, compensation in previous positions
Ratings of candidates based on various criteria (general
motivation, interest in the position, soft skills, hard skills, CV, cover
letter, etc.)
Interview reports
Issues: Due to the sheer size of companies, application management
practices have multiplied, and recruitment can vary from one
department to another, and from one recruiter to another. This
diversity has had a negative impact on information sharing, process
transparency, and applicant tracking.
Actions taken: The company's recruiters have decided to centralize
all the data related to each candidate in a single tool (Workday). It
gathers:
Confirmed results: With the implementation of a single, shared tool,
the company's recruitment teams save time throughout the
recruitment process, from the identification of candidates to their
integration into the company. In addition, it ensures standardized
processes and allows the integration of recruitment monitoring with
the company's general HR monitoring, since the company also relies
on Workday to monitor employees performance.
Centralize all candidate
data in the ATS
50
UNDISCLOSED COMPANY
IT & Services
Florence Real Rougier
Recruitment Director

Issues: ManoMano has amassed an inventory of thousands of former
applicants. Its recruiters were looking for a solution that would allow
them to target them efficiently when opening new recruitments.
Actions taken: ManoMano set up a tag system in its ATS (application
tracking system), allowing it to easily search for candidates when new
positions are to be filled. This tag repository, which is based on a set
of categories and keywords, is common to all departments and is
standardized throughout the company.
Confirmed results: These tags allow ManoMano recruiters to
conduct targeted searches within the company's talent pool as soon
as a new recruitment opportunity opens, thereby shortening
recruitment times.
Tag candidates to maintain
a pool of candidates that can be
used at any time
51
MANOMANO
Xavier DEJEAN

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