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CREATING A 21ST CENTURY APPLICATION PROCESS
A R O L E P O I N T W H I T E PA P E R B Y @ B I L L B O O R M A N
2RolePoint Inc. © 2015
When I started research for this paper, my perception
wasthatweweremostlygoingtobetalkingaboutmobil...
Gamifying the Recruitment Process
V
3RolePoint Inc. © 2015
P E O P L E F I R S T O V E R M O B I L E F I R S T
The common ...
4RolePoint Inc. © 2015
Feedback from the disrupt HR area at #HRTechEurope
in October 2014 was that talent technology start...
5RolePoint Inc. © 2015
Paul Harrison of London based Carve
Consulting recently commented:
“The talented employees of tomor...
6RolePoint Inc. © 2015
2. More relevant app content in search results.
Starting today, we will begin to use information fr...
7RolePoint Inc. © 2015
Given this data, and the increased time (via apps)
dedicated to social networks (in particular Face...
The conclusion in the case of Intuit was that this was not
exclusively a mobile issue, and the solution was to design
an a...
Research organization Datanyze analysed a million
corporate websites listed by Alexa. Alexa Internet, Inc. is
a California...
10RolePoint Inc. © 2015
The solution offered in the market to date has been a bit
of a halfway house through emulation. Em...
The solution to this was to create an independent data
path into the ATS via the API.
Webopedia has the following definiti...
12RolePoint Inc. © 2015
INTELLIGENT PARSING
APPLICANT CONTROL
Wikipedia explains parsing as:
“Within computational linguis...
13RolePoint Inc. © 2015
REFERRAL
Organizations are increasingly recognizing the
importance of referred and internal applic...
14RolePoint Inc. © 2015
Following on from this theme, mobile employer branding
platform OnGig produced a ranking of 17 mob...
15RolePoint Inc. © 2015
SOURCE OF HIRE
CONCLUSION
Measuring source of hire is a complicated process when
we consider that ...
16RolePoint Inc. © 2015
CHANGING THE WAY YOUR COMPANY FINDS TALENT
REFERRALS
Maximize employee engagement in referrals to ...
B I L L B O O R M A N
The author, Bill Boorman, has over 30 years’ experience
in and around recruiting. He has spent the l...
W W W . R O L E P O I N T . C O M
I N Q U I R I E S @ R O L E P O I N T . C O M
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Creating a 21st Century Job Apply Process

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Learn how the job application process has involved including what the best practice is for a 21st century mobile and desktop apply flow. Author Bill Boorman explores these concepts and the impact it can have on your organizations overall recruiting strategy.

Published in: Internet

Creating a 21st Century Job Apply Process

  1. 1. CREATING A 21ST CENTURY APPLICATION PROCESS A R O L E P O I N T W H I T E PA P E R B Y @ B I L L B O O R M A N
  2. 2. 2RolePoint Inc. © 2015 When I started research for this paper, my perception wasthatweweremostlygoingtobetalkingaboutmobile apply and sharing some of the important lessons learnt from Intuit’s adoption of RolePoint technology to bring their job application process up to date. We don’t have to go very far to realize that the application process by which people connect and apply for jobs they are interested in is, for the most part, not fit for purpose in most organizations. Feedback from some of Intuit’s highlyskilleddevelopersintheearlystagesoftheproject that focused on their application process was that if they had to apply for a job with Intuit today using the process in place, they wouldn’t bother. That’s quite a precarious position for an organization that looks to develop leading edge technology in every other area of their business. Researching similar organizations, I found that the abandonment rate for only the first page of the application process to be between 10 and 15%, with a drop off rate for each stage of the application process. A group of recruiters I spoke to at another global technology company confessed that their application process is so bad that they steer sourced candidates away from it and only get them to apply when they are going to get an offer because that was the only way to move them to the next stage. Consider the inefficiency and lost opportunity of each recruiter keeping candidate details in Excel spreadsheets or email files and well away from the ATS! Unfortunately, when I have shared this story, I have discovered that this is far from an unusual story. Wherever we look, it is quite clear that the whole application process sucks, and it’s not just an argument around the case for mobile and mobile optimization because frankly that’s not really a discussion. If you are not including mobile thinking now then you really should go and do something else. Anything, just not recruiting. I hope you enjoy the discussion. INTRODUCTION CREATING A 21ST CENTURY APPLICATION PROCESS A R O L E P O I N T W H I T E PA P E R B Y @ B I L L B O O R M A N
  3. 3. Gamifying the Recruitment Process V 3RolePoint Inc. © 2015 P E O P L E F I R S T O V E R M O B I L E F I R S T The common discussion on improving the application process centres on mobile first because of the significant increase in mobile surfing as the web moved from desktop to mobile. In 2014, research by global job aggregator Indeed found that 1 in every 2 job searches were conducted on a mobile device. Chris Hyams, VP, Product and International, commented that “mobile job search is not a thing of the future, it is a reality today. A majority of job seekers around the world find jobs on a mobile device, but only a fraction of employers allow them to apply right there and then. The best talent will not wait to apply later — they will simply move on to another opportunity.” Source: http://1vpsw137h3pl1qhkeu35twtnznk.wpengine. netdna-cdn.com/wp-content/uploads/sites/6/2014/10/ Indeed-Mobile-Report-UK.pdf The most common reason given for this, understandably, is using the closest and most convenient source to hand. And in the age of mobility, that’s mobile. What we have learnt, however, is that those organizations who have moved to enable a mobile application process have done little to change their actual application process, and the two are not really compatible. At the same time, the rush to improve the mobile process has left a void when looking at the actual mobile experience. “In the advent of mobile technologies, candidates want companies to ‘meet them where they live’, which is on their smartphones. Futurestep predicted that 2014 would be the year mobile recruitment finally took off and we have seen clear evidence of this. Now, organizations must concentrate on honing their digital initiatives to engage passive, hard to reach candidates, whilst offering an excellent representation of employer brand and giving candidates a stand-out experience.” Neil Griffiths of Korn Ferry, Global Practice Leader, Talent Communications & Employer Brand Source: http://www.kornferry.com/press/futurestep-predicts- top-five-talent-acquisition-trends-for-2015/ This is not a new conversation. When recruiting first moved online with the introduction of email, career sites and job boards, companies reacted by moving their paper processes, like application forms and phone screens, online. However, nothing really changed with the process. For the most part, applying means clicking on a link, going to the front screen of an ATS (applicant trackingsystem),uploadingaresumeandthenanswering questions. In a test we recently conducted, the average application process takes 43 minutes to complete and involves navigation through 52 screens. When the process moved from desktop to mobile as more and more organizations recognized the growth of mobile adoption, the same process moved from desktop to mobile, in most cases to responsive mobile design. All this really meant was taking a cumbersome process and putting it on a smaller device with a smaller screen. This has been improved a little by the adoption of emulation (we will discuss this later in the paper), but still doesn’t reallytakeintoaccountthehugeadvancesintechnology, connectivity and accessible public data, such as LinkedIn profiles. A LITTLE HISTORY
  4. 4. 4RolePoint Inc. © 2015 Feedback from the disrupt HR area at #HRTechEurope in October 2014 was that talent technology start-ups who had adopted either a mobile first or mobile only interface resulted in a problem for desktop users who represented the majority of buyers and users. When it comes to applying for jobs, organizations report that this is still around 80% desktop. This might, in part, be down to the lack of mobile friendly tech at the application stage, but it is more likely to be caused by difficulties processing the information required via a mobile device. The Indeed research completed in 2014 noted that thereisaglobaldemandfromjobseekersforeasymobile application processes. This was reflected in the results. 66% of individuals would happily apply for a job via mobile if the process was simplified. Consumers may rely on mobile devices to shop, search, communicate and even manage their finances but the Indeed research indicates that the biggest barrier is a fear that a mobile application will not look professional compared to a desktop application. It is an important learning point that employers must give applicants the opportunity to consume career content and apply on the device that is both convenient and preferred by them, with no deterioration of experience, navigation or ease. Think apply first and device second. Source: http://1vpsw137h3pl1qhkeu35twtnznk.wpengine. netdna-cdn.com/wp-content/uploads/sites/6/2014/10/ Indeed-Mobile-Report-UK.pdf
  5. 5. 5RolePoint Inc. © 2015 Paul Harrison of London based Carve Consulting recently commented: “The talented employees of tomorrow will be social customers and candidates. Social customers demand a conversation with employers. They demand organizations be present, active and responsive on a wide range of social and messaging platforms. And they demand a personalized, high-touch experience. To meet these needs, employers need to radically re-think application and resourcing processes, placing social-mobile connectivity at the heart of these experiences.” Source: https://www.linkedin.com/pulse/your-organization- future-talent-ready-paul-harrison It is against this background, and the ever increasing use of smart phones and other smart devices to access the web, that has prompted organizations to re-examine the way in which applicants access online employer branding content, engage and apply. This is evidenced by the impact of the recent changes to how the Google algorithm indexes and ranks web content on mobile search, dramatically referred to as Mobilegeddon. Google explained the key changes on their blog in this way: When it comes to search on mobile devices, users should get the most relevant and timely results, no matter if the information lives on mobile-friendly web pages or apps. As more people use mobile devices to access the internet, our algorithms have to adapt to these usage patterns. In the past, we’ve made updates to ensure a site is configured properly and viewable on modern devices. We’ve made it easier for users to find mobile- friendly web pages and we’ve introduced App Indexing to surface useful content from apps. Today, we’re announcing two important changes to help users discover more mobile-friendly content: 1. More mobile-friendly websites in search results. Starting April 21, we will be expanding our use of mobile- friendliness as a ranking signal. This change will affect mobile searches in all languages worldwide and will have a significant impact in our search results. Consequently, userswillfinditeasiertogetrelevant,highqualitysearch results that are optimized for their devices. THE SOCIAL CANDIDATE
  6. 6. 6RolePoint Inc. © 2015 2. More relevant app content in search results. Starting today, we will begin to use information from indexed apps as a factor in ranking for signed-in users who have the app installed. As a result, we may now surface content from indexed apps more prominently in search. Source: http://googlewebmastercentral.blogspot.co. uk/2015/02/finding-more-mobile-friendly-search The impact of these changes has seen an increasing number of organizations take action to rebuild their career sites and web presence, with a leaning towards responsive design. Neilsen reported that 89% of media time is spent on mobile apps as opposed to 11% on mobile web. NUMBER OF GLOBAL USERS (MILLIONS) Commscore noted that November 2014, as predicted, was the tipping point when mobile internet users outnumbered PC users. Whilst the attention has been, at last, on bringing career sites and career apps up to date with mobile design, the application process has, for the most part, remained the same. In this paper we will examine how you cannot change one without the other. 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 2007 2008 2009 2010 2011 2012 2013 2014 2015
  7. 7. 7RolePoint Inc. © 2015 Given this data, and the increased time (via apps) dedicated to social networks (in particular Facebook), it is not surprising to note that research from Bersin by Deloitte noted that investment in professional networks for recruiting increased threefold to 12% of total recruitment investment, the largest increase in spend of any constituent method. What this demonstrates is that applicants will be coming from multiple sources on multiple devices from mobile to tablet. Whilst mobile browsing dominates traffic, desktop still dominates apply traffic. In this paper we will examine the reasons behind this contradiction, and what the modern talent acquisition team should be considering when it comes to apply. Source: http://www.smartinsights.com/mobile-marketing/mobile-marketing-analytics/ mobile-marketing-statistics/ 89% OF THEIR TIME SPENT ON MEDIA IS THOUGH MOBILE APPS 11% OF THEIR TIME SPENT ON MEDIA IS THOUGH MOBILE WEB When Intuit began researching ways to improve their application process, the expectation was that the move would be mobile apply. What became clear early on was that they were looking at the need through technology eyes, when the problem was initially one of process. They needed to question the information they were asking for and how much of this information was contained in the resume or a LinkedIn profile. My own research has shown that on average 90% of the information requested in the normal corporate application process is a duplicate of information contained in a standard resume. APP MOBILE WEB 29 HRS 32 MINUTES 3 HRS 45 MINUTES MEN MEN WOMEN WOMEN 30 HRS 58 MINUTES 3 HRS 46 MINUTES 22 HRS 27 MINUTES 4 HRS 8 MINUTES 23 HRS 39 MINUTES 4 HRS 30 MINUTES
  8. 8. The conclusion in the case of Intuit was that this was not exclusively a mobile issue, and the solution was to design an application process that would provide a great candidate experience regardless of device, mobile or otherwise, enabled by resume or profile upload from multiplesourcessuchasDropbox,GoogleDocs,LinkedIn etc, and employing intelligent parsing to extract the information required. This approach greatly reduces the number of clicks and screens required, providing a good experience on every device. The learning point from this is that the debate should not centre on mobile vs desktop, but rather focus on making the application process relevant, streamlined and device agnostic, with equal attention paid to user experience and interface on both desktop and mobile. The summary of the application process research from 1,000 candidates for the UK Candidate Experience Awards echoes this point with the statement: “Setting expectations and soliciting feedback are two actions that are relatively simple for employers to insert into their application process. The challenge for employers going forward will be to take a critical look at their current application process and to assess where they are adding value through what they are requesting in the application. They can also evaluate what can be removed or delayed (to collect at a later point) that does not add value to candidates and the organization’s ability to screen effectively. Understanding the value that a good candidate experience can add is key, especially regarding its ability to nurture a relationship with those individuals as both employees and as customers.” Source: http://www.kellyservices.co.uk/UK/The-Candidate- Experience-Report-2014 8RolePoint Inc. © 2015
  9. 9. Research organization Datanyze analysed a million corporate websites listed by Alexa. Alexa Internet, Inc. is a California-based subsidiary company of Amazon.com which provides commercial web traffic data. They aimed to identify the ATS associated with the careers section of specific companies’ websites or the dedicated career site. Datanyze identified the following as the top 10 ATSs by adoption: (Datanyze calculates market share data by taking the number of websites using a technology and dividing it by the total websites using any technology in the same category.) TALEO 21.4% ICIMS 9.4% JOBVITE 8.7% RESUMATOR 7.6% SILKROAD 6.7% ULTIPRO 4% KENEXA 3.8% GREENHOUSE 2.9% SMARTRECRUITERS 2.7% SUCCESSFACTORS 2.6% You can find the full list of 62 providers at https://www. datanyze.com/market-share/recruitment Whilst there are exceptions, the normal process for applying for a job with an organization is to complete an application screen at the front of the applicant tracking system from a link on either a job posting or listing on a career site. The ATS is built to collect data by user input in response to questions and the import of a resume. Most ATSs provide a level of screening, compliance tracking and reporting and data storage. Recruiters will use a combination of automated and manual screening toselectapplicantsforinterview,rejection,dispositioning and tracking progress through the hiring funnel. The probability is that the majority of applicants will hit the ATS early in their application process, and this is where abandonment is at its highest. Hiring companies are increasingly wrestling with the challenge of keeping the best talent engaged in the application process whilst offering a poor experience at application. 9RolePoint Inc. © 2015 THE ATS QUESTION
  10. 10. 10RolePoint Inc. © 2015 The solution offered in the market to date has been a bit of a halfway house through emulation. Emulation is the process of copying an existing application process from the ATS and copying this on to a standalone mobile page. When we looked at the usual corporate application process described earlier in the paper, we outlined how this usually requires the applicant to submit information typically through a resume or profile and to answer the required questions to complete the registration pages and submit an application. This requires multiple screens and questions, not great on any device, in particular the small touch screens on a mobile device. Emulation reorganizes the appearance and order of the application pages to present them in a mobile friendly format. The informationsubmittedbytheapplicantisthenprocessed through the front page of the ATS in an automated way as if the application was being made by a person. From a mobile perspective, this improves the experience by making the display of content and the input of data mobile friendly. The downside of this approach is that emulation is a direct copy of the ATS application process, and is still largely one dimensional. The following description is taken from the Intuit product page: “Ourflagshipproducts–QuickBooks,TurboTax,Quicken and Mint – define our commitment to revolutionize the way people manage their personal finances, run small businesses and pay employees. Our line-up of tax preparation products helps individuals and small business owners easily and accurately file their own taxes. And working with accountants, we’ve become a staple of American small business, with a widespread and deep-rooted presence that’s second to none. But we’re much more than that. Today, our expanding portfolio serves customers in Canada, the United Kingdom, Australia, Singapore and India, making it easier for small business owners and accountants to manage their finances, offering localized, desktop and online versions of QuickBooks. And our products have evolved from the desktop to the cloud, with many available both online and for mobile devices.” The Intuit growth plan: Capitalising on a world being shaped by social, mobile and global trends, CEO Brad Smith established a three- point growth strategy to accelerate Intuit’s move to the cloud, providing products and services that are available how, where and when customers want them. The strategy is: First, to deliver awesome product experiences that have been designed for a mobile-first, mobile-only world, and deliver an amazing first-time user experience. Second, to enable the contributions ofothers bycreating network effects platforms, enlisting end users and third- party developers to participate in localizing, configuring and adding value to our products. And third, to use customer data to create delight, making ourproductseasiertousewhiledeliveringbreakthrough benefits for our customers. Source: https://www.intuit.com/company/profile/ With this in mind, it was important for Intuit to have an application process for potential employees that viewed candidates as customers and applied the same principles contained within the growth plan, because it stands to reason that potential employees needed to be attracted and have the same applicant experience as a new customer would. Tests in the Intuit lab by developers made it clear that a different approach to emulation was needed. The HR team needed records that matched the compliance requirements, which meant ensuring a data pathway into the ATS, whilst keeping the user interface as simple as possible. EMULATION VS API INTEGRATION
  11. 11. The solution to this was to create an independent data path into the ATS via the API. Webopedia has the following definition for an API or Application Program Interface: “API, an abbreviation of application program interface, is a set of routines, protocols, and tools for building software applications. The API specifies how software components should interact and are used when programminggraphicaluserinterface(GUI)components. A good API makes it easier to develop a program by providing all the building blocks. A programmer then puts the blocks together.” Source: http://www.webopedia.com/TERM/A/API.html This process requires development time to plumb a data route direct in to the ATS creating a unique record for each applicant that is compatible with the other operating systems within the ATS without the need for the candidate to go through the application screen. This is far more complex than emulation as it requires dedicated developer time and a unique approach to each individual ATS. The real benefit comes in the opportunity to build a bespoke application process with a unique set ofrulesfordatacollection,takingadvantageofintelligent parsing. Consideringtheneedidentifiedbythe#CandEresearch, it was identified that the application process needed to go beyond the standard transactional approach, integrating a level of feedback and engagement, for example a message from the CEO where additional information is requested for military applicants, for disability or diversity, outlining why the information has been requested and is important. The pilot process requires 3 clicks with data entry kept to a minimum. This process also allows for the matching of unique records to avoid duplication and enables applicants to apply for a role now or in the future without the need to resubmit information. 11RolePoint Inc. © 2015
  12. 12. 12RolePoint Inc. © 2015 INTELLIGENT PARSING APPLICANT CONTROL Wikipedia explains parsing as: “Within computational linguistics the term is used to refer to the formal analysis by a computer of a sentence or other string of words into its constituents, resulting in a parse tree showing their syntactic relation to each other, which may also contain semantic and other information.” Source: http://en.wikipedia.org/wiki/Parsing In simple terms this means the automated reading and interpretationofadocumentinordertoextractelements and reorganize the data into other uses and classifications. It is a common complaint among applicants that they are requested to upload a resume Considering the concern expressed by potential candidatesintheIndeedresearchabouthowapplications are presented to recruiters and the desire to tailor applications for different roles, it is important to leave control over the content of the application with the applicant. In the case of Intuit, this is achieved by returning the application to them after parsing with the option to edit or submit to the hiring companies. It is also important to provide the applicants with additional information on how and where their personal data is stored and used, privacy being one of the top three concerns of prospective applicants. and then a series of questions are asked as part of the application process. It is not uncommon that these questions ask for information contained within the resume such as current employer, skills and education history. This is incredibly frustrating for candidates and is seen as being a major factor in abandonment. Enabling applicants to upload a resume or to express interest using a document from a source such as Dropbox, GoogleDriveorLinkedInandparsingouttheinformation required prevents requests for duplicate information and streamlines the process dramatically. This means that in most cases applying is as simple as uploading a resume with a maximum of 3 clicks, with any additional data requiring optional submission, regardless of the device employed by the applicant.
  13. 13. 13RolePoint Inc. © 2015 REFERRAL Organizations are increasingly recognizing the importance of referred and internal applicants’ priorities in the application process. Accenture, for example, operateaservicelevelagreementbetweentherecruiters and the business that guarantees that all referred candidates will be reviewed and get a response within 48 hours, with feedback to the referrer. Intuit have adopted a similar approach to rolling out the red carpet for referred candidates. If all candidates come via the same applicant entry, priority within the recruiters workflow can be applied to accommodate this and ensure that Intuit can apply rules for workflow and associate tasks accordingly in order to deliver on the SLA. If you want to make a referral network popular with employees, you need to pay special attention to the candidate and referrer experience, ensuring that the process is simple and intuitive. In the RolePoint white paper, “Referral killers”, research identified the candidate experience during application as being central to getting referrals. This is going to be dependent on your being able to identify and prioritize referred candidates, having a good quality job profile employees are comfortable to share and a referral process that is easy for employees to share. This will be central to your success in obtaining referrals. Intuit were certainly conscious of this when considering the important aspects of their application process. Whilst there are many other considerations to consider when making referrals work, you are essentially inviting an employee’s contacts to apply. Look, feel, experience, ease of sharing and experience are all critical in this. You can read the full paper at: http://www.slideshare. net/RolePoint/the-8-referral-killers
  14. 14. 14RolePoint Inc. © 2015 Following on from this theme, mobile employer branding platform OnGig produced a ranking of 17 mobile job platforms promoting jobs on LinkedIn. OnGig judged the ads based on the following criteria: 1) Branding — is the company logo easy to see and recognize? 2) Media — is a video or image present to tell the employer brand story? 3) Mobile — is the page built with responsive design making it easy to read on mobile? 4) Call-to-action — is it clear and easy for candidates to take desired actions? 5) Appeal — does it attract attention and make candidates want to learn more? This is critical to the application and referral process because building this can be considered the first stage of the apply process. Coursera Chief of Product, John Ciancutti, was recently credited with having said how a combination of referrals and a focus on candidate experience had enabled Coursera to grow the engineering team from 25 to 80 whilstfacingstiffcompetitionfromthelikesofFacebook, Apple and Google. Ciancutti is quoted as saying: “As a hiring manager, you are the most important factor in the candidate’s decision. If they don’t think you’re great and that you’re going to be a great manager, partner and support system, it doesn’t matter what they think of your company. They won’t join you. Treating every candidate as the candidate (until they aren’t) will help you ensure a good experience. Few people see it this way, but the hiring process should really be about relationship building. Know that candidates are evaluating every interaction they have with you, with your team and with your company. When you decide you want to hire someone, you want to have that feeling of, ‘We definitely got him.’” Source: http://firstround.com/review/this-is-how- coursera-competes-against-google-and-facebook-for- the-best-talent/ What stood out in this post that reinforces the importance of the application process is the statement “Know that candidates are evaluating every interaction they have with you, with your team and with your company.” The applicants first formal interaction with the organization is when they put their hand up as interested by hitting apply either on the career site or a link. Where they land and what they are asked to do creates the first and lasting impression of the organization and how they think about the technology. Interactions, navigation and ease of apply needs to be at least equal to the way in which potential customers connect with a consumer site in order to create the best impression. When you shop on the best on-line retail sites, all friction is taken out of the process, thus minimizing the information needed to connect. The sameconsiderationsneedtobeappliedtotheapplication process. According to the Bersin by Deloitte’s 2015 fact book, oneintenjob-sourcingdollarsspentbytalentacquisition teams in the US was invested in the company career site, with the highest percentage spend being 19% on job board subscriptions and advertising. All of this investment leads to one thing: applications. This puts in context the lost investment resulting from abandoned applications, as well as the damage to reputation which can be associated with a poor application process. This was a key consideration for Intuit given the company’s values in product design, being first to deliver awesome product experiences that have been designed for a mobile-first and mobile-only world, and delivering an amazing first-time user experience. The best measure of user experience is abandonment rate, and this should be considered a key metric. Source: http://resources.glassdoor.com/talent-acquisition- factbook-2015 ‘APPLY’ MARKETING
  15. 15. 15RolePoint Inc. © 2015 SOURCE OF HIRE CONCLUSION Measuring source of hire is a complicated process when we consider that the modern day applicant has multiple touch points before hitting apply. The metric normally referred to as source of hire might better be referred to as source of apply, because it is usually tracked by the last online place the applicant visited before hitting the apply button. This is most commonly recorded as the career site. The most common source of data collection for source of hire is by asking the applicant and offering choices of destination to choose from. This proves wholly inaccurate as inevitably many people choose one of the first options or the one that they believe will be looked on most favourably by the recruiters. In the research by Bersin by Deloitte, company career sites represented the best source of hire with one in five of total hires, with job boards coming in second with 16% Companies will continue to use multiple methods to attract applicants, who will, in turn, continue to have many touch points leading to the time at which they apply. The applicants will use multiple devices, mobile or otherwise. We can confidently predict that attention to simplifying the application process through smart parsing and applicant options will see applicants of hires. The usual route of apply is to go from adverts, jobs or social links to the career site and then the ATS. Source of hire is a key metric for determining future budget and should be a key consideration in the design of the application process. The “pick list” should be a thing of the past. The solution to this conundrum is to build a unique source code that tags every candidate from their first point of connection. A source code is the foundational code or programming language that is written to create the framework for your website or technology. The same code can be applied to an applicant’s first touch point, carried throughout the process. becoming more and more comfortable and confident in applying by mobile. Organizations need one single apply process, which can be deployed in any channel, regardless of device, application or source, with candidate experience and navigation at the centre of design.
  16. 16. 16RolePoint Inc. © 2015 CHANGING THE WAY YOUR COMPANY FINDS TALENT REFERRALS Maximize employee engagement in referrals to improve access to networks and increase your sourcing of high quality passive candidates. MOBILE AND OPTIMIZED APPLY Significantly increase passive and active candidate conversion across desktop and mobile devices through a customizable, streamlined applicant experience. INTERNAL MOBILITY Improve retention of your highest performing talent by engaging employees with internal development opportunities and intelligent role matches. CONNECT Seamlessly integrate your HR and Talent Acquisition applications using RolePoint’s flexible Connect layer with true API integration.
  17. 17. B I L L B O O R M A N The author, Bill Boorman, has over 30 years’ experience in and around recruiting. He has spent the last 3 years working with social recruiting technology start-ups on product and with corporate clients including Hard Rock Café, Oracle and the BBC to integrate social into their recruiting practices. Bill has also hosted recruiting events in over 30 countries worldwide. R O L E P O I N T RolePoint was founded by award winning technologists and backed by Silicon Valley’s leading investors to revolutionize how talent is identified, acquired and retained. We’re working with some of the world’s most innovative organizations applying cutting edge data- science, matching algorithms and engagement technology to source the highest quality talent. Product Philosophy: Developed over 3 years alongside a world leading group of recruitment advisors and talent acquisition leads, the RolePoint platform was built on the philosophy that referrals can become the principle source of hiring across an organization, holding the key to better-fit, higher performing employees. Technology Principles: The RolePoint platform represents the most advanced social sourcing product available for talent acquisition. Our product is the result of one of the most comprehensive development, evaluation and feedback processes undertaken for a social hiring technology. Results: The ability of RolePoint to intelligently engage and build a high-quality candidate pipeline is driving hiring across an extensive range of clients and industries. Read more about our testimonials, case-studies and data-sheets at www.rolepoint.com. NEXT STEPS CONTACT US TO FIND OUT MORE ABOUT ROLEPOINT AND ARANGE A DEMONSTRATION CONTACT US TO SCHEDULE A FREE EMPLOYEE REFERRAL CONSULTATION WITH BILL W W W . R O L E P O I N T . C O M I N Q U I R I E S @ R O L E P O I N T . C O M RolePoint Inc. © 2015 17
  18. 18. W W W . R O L E P O I N T . C O M I N Q U I R I E S @ R O L E P O I N T . C O M

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