This document discusses the disconnect that often exists between what companies promote about their culture and values, and the experiences candidates actually have during the hiring process. It notes that companies often claim to prioritize qualities like passion, customer focus, teamwork and communication, but candidates report experiences like disengaged interviewers, a lack of focus on fit and accomplishments, and disorganization. The document advocates examining assumptions about what creates a good candidate experience and assessing the current hiring process through surveys to understand how to improve and demonstrate that improvement over time. The key is focusing on the basics of a well-executed, meaningful process rather than superficial elements like marketing materials.
Candidate Experience: The Next Competitive Battleground in Recruiting! #CXchatBelong
This is presentation that Aadil Bandukwala from Belong presented along with Kevin Frietas from InMobi on Candidate Experience: The Next Competitive Battleground in Recruiting! #CXchat
Candidate experience important part of talent acquisition which is also a method to market the organization among the talented and eligible candidates.
Candidate Experience: The Next Competitive Battleground in Recruiting! #CXchatBelong
This is presentation that Aadil Bandukwala from Belong presented along with Kevin Frietas from InMobi on Candidate Experience: The Next Competitive Battleground in Recruiting! #CXchat
Candidate experience important part of talent acquisition which is also a method to market the organization among the talented and eligible candidates.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Why your candidate experience matters and how you can get some insight into what that experience actually is! From analyzing what candidates think, to what they're saying about you and what you can do to improve your candidate experience. www.engaging-people.be
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
What is a ‘fandidate’?
The people that apply to work for you are usually those that know your organisation, like your brand, and use your products or services. This provides an opportunity to win ‘fandidates’.
A fandidate is a candidate who has been through a selection process with you and is still a fan irrespective of the outcome.
Talent Acquisition: Case Study PresentationsWorkforceNEXT
Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
Hiring Hacks: How to Improve your Candidate Experience in 2017GreenhouseSoftware
Candidate experience is a buzzword that continues to pop up in conversations throughout the Talent Acquisition community.
Every company wants candidates to walk away from the application process feeling positive about the experience (whether they landed the job or not).
Unfortunately, that’s not always the case. Some companies don't prioritize candidate experience or don't allocate enough resources to it. And taking the time to focus on candidate experience can have big benefits for your company.
You'll Learn:
- Why you should focus more on candidate experience in 2017
- What the return on investment (ROI) is for your business and how to articulate that to executives
- When the right time is to conduct a candidate survey
- How Greenhouse leveraged data and improved our own candidate experience
Presentation from Illinois State SHRM conference on Candidate Experience for talent acquisition leaders and human resource managers as well as hiring managers - A look at how business and consumer technology is changing how we recruit, hire and engage with candidates in the recruiting process.
Find more at www.hrtechblog.com or www.imsosarah.com
Want to improve your candidate experience or technology use in hiring? Contact sarah@hrtechblog.com
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Why your candidate experience matters and how you can get some insight into what that experience actually is! From analyzing what candidates think, to what they're saying about you and what you can do to improve your candidate experience. www.engaging-people.be
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
What is a ‘fandidate’?
The people that apply to work for you are usually those that know your organisation, like your brand, and use your products or services. This provides an opportunity to win ‘fandidates’.
A fandidate is a candidate who has been through a selection process with you and is still a fan irrespective of the outcome.
Talent Acquisition: Case Study PresentationsWorkforceNEXT
Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
Hiring Hacks: How to Improve your Candidate Experience in 2017GreenhouseSoftware
Candidate experience is a buzzword that continues to pop up in conversations throughout the Talent Acquisition community.
Every company wants candidates to walk away from the application process feeling positive about the experience (whether they landed the job or not).
Unfortunately, that’s not always the case. Some companies don't prioritize candidate experience or don't allocate enough resources to it. And taking the time to focus on candidate experience can have big benefits for your company.
You'll Learn:
- Why you should focus more on candidate experience in 2017
- What the return on investment (ROI) is for your business and how to articulate that to executives
- When the right time is to conduct a candidate survey
- How Greenhouse leveraged data and improved our own candidate experience
Presentation from Illinois State SHRM conference on Candidate Experience for talent acquisition leaders and human resource managers as well as hiring managers - A look at how business and consumer technology is changing how we recruit, hire and engage with candidates in the recruiting process.
Find more at www.hrtechblog.com or www.imsosarah.com
Want to improve your candidate experience or technology use in hiring? Contact sarah@hrtechblog.com
The most important voice in your candidate experience is missing | Talent Co...LinkedIn Talent Solutions
Joshua Budway, Matt Frost, Manager and Caitlin Mefford from Medallia share how they listen to and integrate their candidates' voice into designing the candidate journey, as only candidates see the entire journey, not the recruiter and less likely the hiring teams. Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Discover why a social talent acquisition strategy is vital to organizations of all sizes facing a new generation of job seekers. For more information about the Cornerstone Recruiting Cloud, visit http://www.cornerstoneondemand.com/global-business/talent-management/recruiting-cloud.
Say Something: Using Branding & Social Recruiting to Improve Candidate Experi...Crystal Miller Lay
By creating effective stories, changing what information you share and how you share it; you can arm the candidate with information they need to make better decisions about your job opportunity/opportunities.... and THAT improves the candidate experience.
This slide deck includes talking points and notes discussed in the presentation (so differs slightly from what was shared live. For on-demand presentations, visit http://shrmstore.shrm.org/s/talent-on-demand-attendees.html to purchase the session on demand.
Extending the Candidate Experience from Shoulder Tap to First DayGlassdoor
Learn how to create a stellar candidate experience from shoulder tap to first day.
Edward Dias, Director of Recruitment Intelligence and Innovation at L'Oreal
David Pumpelly, Director of Talent Solutions at Avature
Lisa Holden, Employer Communications Manager at Glassdoor
Hiring Hacks: How to Foster a More Diverse and Inclusive WorkplaceGreenhouseSoftware
Diversity in the workplace has so many benefits: It helps ensure your company reflects the clients you serve and the world around you, it creates a positive work environment, and it leads to better business results.
But it can still be a challenge for organizations to hire and retain employees from diverse backgrounds.
In this webinar, you’ll learn from two experts who will discuss:
- The value of diversity and why companies should care
- How to create specific diversity goals and metrics
- Tips for companies to prioritize their diversity and inclusion for 2017
- Tangible steps towards implementing a diversity plan company wide
Tune in for best practices on responding to Glassdoor reviews.
Kimberlea Kozachenko, Senior Leader, Talent Attraction & Acquisition at ATB
Kate Yesko, Enterprise Account Manager at Glassdoor
Why Candidate Experience Will Make or Break More Than Just HiringMonster
Monster Vice President Eric Winegardner and Chris Hoyt delivered this presentation on the candidate experience during the 2015 Monster Recruitment Summit, held in Boston on Oct. 7-10.
Recruitment: Candidate Experience and Storytelling Lessons from HollywoodPh.Creative
With the war for talent, we can't forget that the hero in story is in fact the candidate, not the brand.
This presentation looks at how recruiters can learn to improve the candidate experience by learning some key storytelling lessons from hollywood and even ancient mythology.
Candidate experience mapping is much like planning a classic 'Hero's Journey'.
We must understand more about how the candidate feels and what they think at each stage of the candidate experience in order to optimise the end result.
2017 Edelman TRUST BAROMETER™- Global ResultsEdelman
The 2017 Edelman TRUST BAROMETER™ reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001.
For more information, visit www.edelman.com/trust2017
January 17, 2017 Correction: A previous version of this report incorrectly represented the data associated with “Leave the EU” and “Remain in the EU” on slide 30. The numbers reflected have been updated.
Copyright (c) 2017 Daniel J. Edelman, Inc. All rights reserved.
Interviewer & interviewee skills the Solution Focus wayThe Glasgow Group
John Briggs & Gale Miller of the Solutions Behavioural Health Group Milwaukee did some research on the interview process. The goal of this document is to reframe the traditional interview ‘contest’. It suggests ways that avoid the surprises that can arise later and instead help both parties get what they want.
Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people with the timely, ongoing insights they need to stay on track. In this session you'll learn about:
• The nature of these challenges and why they exist
• The simple, social behaviors that help overcome them
• Specific strategies you can use today to help get your people on track
Presentation also includes a bonus discussion around gamification!
Strengths in Teams - UACPA 2016 Leadership AcademyDan Griffiths
It’s in our nature to associate with others that are just like us. The trouble is that teams tend to perform better when composed of members that have different, but complementary strengths. In this session, learn how to: Build a team on the foundation of shared values. Assemble and lead high-performing teams. Leverage the unique strengths of each team member to enhance team performance.
How Small Businesses Compete for the Best HiresClearFit
Need help finding employees? Wondering how to do a more efficient resume search? Or how about simply how to hire most effectively?
ClearFit Co-Founder Ben Baldwin explores these topics and more in this exclusive presentation.
Visit www.clearfit.com for more details.
BDPA Cincinnati brought three (3) experienced IT recruiters to the roundtable. They answered all of the questions you’ve always wanted to ask … but, were afraid to do. It was an outstanding opportunity for anyone, from college interns to entry-level IT professionals to experienced technicians, managers, or executives. The audience received the ‘inside scoop’ on what it takes to successfully land a job, promotion, or have a successful career in the IT industry.
Our panel included:
- Karen Cooper (owner, SmartIT)
- Karen Lipscomb (senior talent acquisition manager, L3-Communications)
- Linda Mullen (assistant VP, Fifth Third Bank)
Corporate America is rebounding from the Great Recession and unemployment continues to lag at levels that are much too high in the Black community and the Greater Cincinnati area. As such, we want to lift the curtain of secrecy about the recruitment process so that BDPA members and supporters have every advantage to advance their careers in the IT industry.
ABE LEVEL 4 FOUNDATION EMPLOYABILITY & SELF DEVELOPMENT Uesd session 07.10.19Caron Gangoo
These are 3 main session of ABE LEVEL 4 UESD delivered by Greenwich University Pakistan-Mauritius main campus in Rodrigues Island (Republic of Mauritius) in October 2019
Similar to It Takes A Village To Create A Great Candidate Experience (20)
ABE LEVEL 4 FOUNDATION EMPLOYABILITY & SELF DEVELOPMENT Uesd session 07.10.19
It Takes A Village To Create A Great Candidate Experience
1. It Takes a Village to Create a Great
Candidate Experience
2. There is often a disconnect
What is often promoted by company… What candidates say…
Imagine the possibilities. No one took the time to paint a picture of
how this role fits into the bigger picture,
where the company is going, the impact I
could make.
Our people are passionate. Interviewers seem tired and disengaged.
Our employees are our number one The recruiter and hiring manager didn’t
concern. make time to learn about what I want to
do with my career, to ensure this is a good
match. The interview was just about skill
matching.
We are only looking for the best. The interviews were easy, uncoordinated,
repetitive and focused on the wrong
things. It’s clear this company doesn’t
know what they’re looking for.
3. There is often a disconnect
What is often promoted by company… What candidates say…
We are innovative, nimble and moving They took 3 weeks to get back to me after
fast. the phone interview. The process was
slow. (2012 study shows the average
hiring process in USA is 90 days!)
We are performance driven and customer No one focused on my accomplishments
focused. or how I delivered for my customers in
the interview. All of their
situational/behavioral questions put me
in a difficult customer or co-worker
situation – are there no happy employees
or customers?!
We’re the leader in our industry. The interviewers were arrogant and the
conversations were one-way.
4. There is often a disconnect
What is often promoted by company… What candidates say…
We’ve created something special, and No one focused on fit and everyone failed
believe fit is key to your success. to go deep into my background…I can’t
imagine they got what they needed to
make a good decision about my fit. What
will they base their decision on?
Our core competencies include: It was clear after my 3rd interview that the
Communication. interview team was not on the same page
about the role’s scope or primary focus
areas.
Our core competencies include: Flexibility The interviewers were clearly listening for
and Innovation. one right answer and not open to
alternative approaches.
5. There is often a disconnect
What is often promoted by company… What candidates say…
Our core competencies include: None of the interviewers focused on
Teamwork and Leadership. teamwork or my ability to lead people. It
was purely a technical/functional
interview.
Our core competencies include: It was clear after my 3rd interview that the
Communication. interview team was not on the same page
about the role’s scope or primary focus
areas.
Our core competencies include: Problem They asked me puzzle questions that
Solving. didn’t have anything to do with the job.
How are they possibly going to know if I’m
good at my job’s challenges if they don’t
ask me? Do they even know what
someone like me can do for them?
6. Great Candidate Experiences
Is it the flashy, So what should a Great Candidate experience
glitzy include?
• Fancy candidate packets?
showmanship, • A better employment brand tagline?
or is it substance • Flying candidates first class or replacing a taxi with a
Limo?
that wins out? • Sending candidates flowers?
Surveys show Great Candidate experiences
include….
• Ownership of the process.
• Getting everyone on the same page
• Good, meaningful process.
• Execute the Basics well!
7. Great Candidate Experiences
Vince Lombardi
Brilliant on the Basics.
“We are not going to be flashy.
We are going to be brilliant on the
basics. We will
run, throw, catch, tackle, and
block better than every team in
the league. That is how we will go
to the championships this year.”
8. Great Candidate Experiences
Show Me, Don’t • 10 Practical Strategies to create a candidate
experience that?
Tell Me. – Helps build a positive employment brand.
– Helps to hire the best candidates.
Creating a great candidate • Best Practices without big budgets!
experience is one of the – Interview Process.
most strategic, long term – Selling the opportunity with Integrity.
(branding) investments
you can make for your
organization…and it has
great short term
ROI, too!!
9. Make sure your assumptions are
correct.
Examine your Some (poor) assumptions
• HR owns the candidate experience
current process. – My recruiters and coordinators create and control
the candidate experience.
• It’s about nice looking candidate packets
– Fancy candidate packets with great PR articles and
earnings reports make a big difference; swag sells.
• It’s about putting on a good show
– Ensure candidates meet in the nicest conference
rooms , are taken to the best lunch, see only happy
people (smile).
• We’re interviewing them (not the other way
around)
– We’re interviewing them, and by telling them what
we want them to hear, we create (and control) a
great experience.
10. Research
Remember Reality
• Interviewers and Managers create the experience
there are always – So much of an interviewees experience happens
two sides to any without us in the room.
• Process and “next steps” conversations really
business matter.
Relationship. – Who interviews, how many, how we start and end
interviews, how we set expectations really makes a
difference.
• It’s about being real, not putting on a good show
– We all want a good two-way fit; making everything
look “shinier” doesn’t do us or them a bit of good
• They’re interviewing us, looking for signs
– The investment we make in them, the questions we
ask, the way we listen, hour honesty…it all really
matters
11. Assess your current state: Surveys
Find It may be bad, but baseline it now so you can show improvement.
Your baseline. 1. Create a simple, 15 question or less (think 3 min or less to
complete) online survey that’s sent to every candidate (internal
or external) that interviews in your organization
– To know where you
2. Leverage surveymonkey.com or zoomerang.com for the online
are going, you must survey (<$20/month and easy to pull reports)
know where you’ve 3. Get contextual questions up front so you can slice and dice the
been. data (breakout by location, job type, department, source of
application)
4. Make it VERY CLEAR that the info collected will be kept
1
anonymous
10 2
5. Send out the survey to all candidates (When is too soon, too
late?)
9 3 – People who accepted our offer
– People who declined our offer
Assess – People we declined
6. Reinforce that you want/need the survey results (let them
8 4 know you want to improve, tell them to expect the survey on
their interview day when you debrief with them); incent them
to complete it with a prize drawing
7 5
6
7. Get the questions right (see next slide); ask to measure their
experience against a standard you set.
12. Assess your current state: Surveys
What Candidate Sample Survey Questions
Feedback
Questions Goals, •Did you receive an interview Candidate packet before your
interview, containing info about our org, the job description, a
should I ask? Process, SLAs map to our facility, and dress code?
•Were you given the opportunity to ask questions about the
• Stay away from job, your potential manager, and the organization during your
general, unanchored interview day?
questions like “was our •Did the interviewers ask you appropriately challenging
process fast enough?” questions that highlighted your core capabilities?
•Did you meet with a Recruiter or HR representative during
• Set the standard via the your interview day?
question; try to keep it •Did you get the opportunity to meet with an internal
objective so that your tallied customer for this role?
results mean something. •Our goal was to contact you to confirm the next step within 2
business days of your onsite interview. Did you hear from a
• Try to use questions with Recruiter/HR rep within 2 business days after your interview?
quick yes/no or multiple •Did your interview experience impact your interest in working
choice answers. for us? (More or less interested now? Why?)
•Source of applicant
Data •Recruiter and Hiring Manager/Department/Job Type
•Date of Interview (week of)
Scale 1-5 (compare to what…?), General Comments
Overall
13. Assess your current state: Focus
Groups
Real Stories reveal Get recent hires together and facilitate a frank discussion about their
experience
more than data 1. Identify 10 – 12 recent hires from a division/location/job
function and invite them to a 1 hour candidate experience
points. focus group session (bribes like pizza, treats, giveaways, etc.
help attendance
– Do you secret shop your own
process? 2. Have your recruiting manager/HR Manager , or independent
– Do you hold focus groups with consultant facilitate the session. Never use any person who
your recent hires? was involved in hiring anyone in the focus group.
3. Make it VERY CLEAR that the info shared will be combined with
1 survey data and other focus groups; individual named examples
10 2 won’t be shared with the recruiter or hiring teams.
4. Dig into experiences; leverage your survey results to probe on
areas needing more context/examples and validation of the
9 3
data.
Focus 1. What are the common themes?
Groups 2. Find out where else these people interviewed; how do we compare?
3. Have them define what “fast” and “good questions” and “I was kept in the loop”
8 4 really means to them.
4. Now that they’ve been here a few weeks/months, ask them what better they
wish we would have added to our process to make it even better or make the
7 5 opportunity even more compelling.
5. Find out what they think you can (realistically) do to make the experience even
6 better.
6. Validate whether the improvements you have planned would matter to them.
14. Define your future state
Lead the way! Get interviewers/hiring managers in a room together to define your
great candidate experience.
– Gather all stakeholders 1. During interview training or a staff meeting with interviewers/hiring
of the process and managers from a location/department, facilitate a discussion on what a
involve them in defining top notch candidate experience would feel like to a candidate.
your future state = buy 2. Capture their ideas; use their words, but prompt them if they need
in. help, though)
3. Ask them to compare that “ideal” experience with their own experiences
and what we do today (share some survey and focus group data (and
glassdoor.com if available) to help them see the areas of opportunity.)
4. Visibly post their information to use as a reference as you begin to map
out the future state of the candidate experience.
1 1. Roles, interview questions, selling candidates, etc need to be defined.
10 2 2. Use the reference information to “work backwards” to build out your process and
expectations of an interviewer and hiring manager.
3. Incorporate the standards into our surveys and focus groups (measure results
and share = accountability)
9 3
Define 5. Dig into experiences; leverage your survey results to probe on areas
Desired needing more context/examples and validation of the data.
1. What are the common themes?
Process 2. Find out where else these people interviewed; how do we compare?
8 4
3. Have them define what “fast” and “good questions” and “I was kept in the loop” really
means to them.
4. Now that they’ve been here a few weeks/months, ask them what better they wish we
would have added to our process to make it even better or make the opportunity even
7 5 more compelling.
6 5. Find out what they think you can (realistically) do to make the experience even better.
6. Validate whether the improvements you have planned would matter to them.
15. Facilitator guide/example
Organize the Imagine you referred a friend or former co-
discussion using high worker to a job with your company
• They interviewed yesterday
level categories.
• You call them today to see what they thought
– Building a brand is
about us and their interviews.
accomplished one
candidate at a time.
What do you want them to day about…
– Our assessment
strategy/approach is Our The The The job Our
a selling strategy. Interview people questions company
Process they met they were
asked
16. Focus on the little wins
Pick the low lying Create momentum by choosing a few things
This year and establish some wins….here’s
fruit and start. how.
– #1 reason for failing is
lack of execution.
1. Identify 1-3 things that seem achievable (affordable:
– Many/most/all of time and money) and measurable.
these are very doable 2. Define what success would look like (i.e. candidtes who
and not expensive! say they were contacted within 2 business days after
1 interview goes from 32% to 50% by December 15th,
10 2 2012)
3. Publicize the goal and ensure your recruiters
9 3 understand how they will be measured on this
Create 1. What does success look like? Ex. A live phone conversation
Momentum with the candidate, a voicemail to the candidate, a generic
email to the candidate, a personalized email to the candidate?
8 4
2. Ensure that they’ve bought into the expectation and held
accountable.
7 5 3. Swiftly address performance issues; don’t wait until December
6
survey results to address problems.
17. Teach your interviewers how to be
successful
Don’t assume Interview Training
1. Ensure managers are tuned‐in to the market; it’s unlikely A‐players
– Don’t assume are lining up to work at your company (despite the unemployment
figures!) Give them a reality check; they are interviewing us as much
everyone involved in as we’re interviewing them, right?
the selection process 2. Get them invested in the hiring targets for their teams and/or the
knows how to company (help them see how they are company‐builders, how these
are big decisions; ask the business‐leader/VP to come in to set the
conduct a proper stage)
interview! 3. Define success as an interviewer/hiring manager for your company
1. Share real feedback from candidate surveys and focus groups that highlights the
control they have over the candidate experience
1
2. Share the common denominator characteristics of the interview teams that hire
10 2 the best people and create the most compelling candidate experience
3. Help them create their own definition of success
4. Ideal: Have one of your top performing hiring managers co‐facilitate
9 3 the session and help the team understand their role and
Process opportunity as interviewers
Training 5. Share/Reinforce best practices:
1. How to create a quality, realistic target candidate profile
8 4
2. Interviewing kickoff meeting with all interviewers and alternates
3. Assigned interview focus areas
4. Avoiding weird questions
7 5 5. Leaving time to “sell” candidates
6 6. Quick, quality decision making process
18. Teach your candidates how to be
successful
Set the candidate Things to add to your pre-interview communication with
candidates (simple and obvious, but overlooked by most
up for success. companies)
1. Be specific about typical dress; let them know how most of the
– Help the candidate interviewers will be dressed
know what to expect. 2. Point them to suggested reading/research on your org and let
them know which division/business unit they’re interviewing
with and key acronyms used to describe it
3. Let them know the type of questions they are likely to be asked
and/or the type of interviewing approach to be used (i.e. role
1 plays or presentations or white board problem solving)
10 2 4. Share the high level schedule; times, titles, locations.
5. Let them know who to ask for when they arrive, who their
recruiter/coordinator is and how to reach them (cell) if they’re
9 3
Inspire running late or they need to reach someone during the day.
candidate 6. Encourage them to prepare questions.
success 7. Create an FAQ for common candidate questions about the
8 4
process, next steps, benefit information
8. Let them know they do/don’t need to bring copies of their
7 5 resume/CVs or work samples with them.
6 9. Show them pics of their potential workspace.
19. Improve your interview
process/structure
Be deliberate and Things to add to or ensure are happening in your
interview process
intentional.
1. No one wants to bomb their interview; if this happens frequently, add
a 2nd phone screen to your process
“Start with the end in 2. Give reception/security the names of candidates so they can prepare
mind and work a badge in advance and know who to notify when they arrive
backwards” 3. Be conscious about who is on the interview team (diversity!), and who
Steven Covey goes first. Ideally, have the recruiter meet with the candidate first to
walk through the schedule and backgrounds of interviewers
1 4. Ideally, have the first interviewer be the person who phone screened
10 2 them (Hiring Manager?) so that they can have a personal connection
and can ask questions about the job
5. Assign different focus areas to each interviewer; it’s common for
9 3 candidates to get asked the same questions
Be 6. Don’t try to interview over lunch – separate food from questioning
Deliberate 7. Consider 2‐on‐1 interviews so you have coverage if 1 is a no‐show
8 4 8. Don’t leave the candidate in the same boring conference room for the
whole day; let them see the “real you”
9. If you have batch interview days, consider a first‐thing presentation
7 5 about your company
6
10. Ensure the last interviewer knows what to say re: next steps
20. Make results visible
Establish Address bad behavior, reward good behavior
accountability by 1. Highlight real “lost candidate” (including declined offer reasons)
data with groups; post mortems for the one that got away.
2. Share candidate experience survey scores by department/leader;
managing to the show their scores vs last quarter, vs peers, vs rest of company, vs
goal/benchmark
results. 1.
2.
Back it up with stories from focus groups
Share it publicly (?)
3. Confront no‐show interviewers/hiring managers and/or highlight
managers requiring multiple reschedules/delays
1. What are consequences in your organization?
1
2. Is time to fill impacted?
10 2
4. Share those wonderful (smile) candidate feedback emails
you get(often unsolicited) when an interviewing team doesn’t
9 3 create a positive experience for a hard to find candidate AND share
Establish the positive kudos you get too!
Accountability 5. Get interviewer participation and hiring manager partnership track
record into performance reviews! Send out quantitative and
8 4 qualitative feedback weeks before reviews are due…
6. Ask recent hires to share positive testimonials with the rest of the
7 5
department managers
6
7. Get crazy (smile) and create a way to generate interviewer level
candidate experience scores.
21. Differentiate yourself
Create a WOW Is there something you can do to stand out and get your process to
help you sell?
experience Partner with your PR/Marketing department to see if there’s
What can you do to something you can leverage to create an exceptional experience
create a unique
experience that will be 1. Retailer: Walks sales person into the real store and asks them to
positive and critique the merchandising, customer experience, look and feel
memorable to the candidate? 2. Coffee Company: Coffee guru taste-test during the interview.
3. B2B Wireless Company: Sales ride-along (realistic job preview)
1 4. Biotech: Present your thesis to really smart scientists
10 2 5. Software company: Given an assignment to learn something new
and present it to peers during interview.
6. Call Center: Listen in on real calls and make suggestions for
9 3 improvement
Create
7. Consulting Company: Role play a project-scoping discussion and
WOW build a draft proposal.
experiences
8 4 8. School District: Teach a short lesson to real students
7 5
6
22. Make Selling part of the interview
What motivates A Ensure that your candidate experience includes time for
candidates to learn why they’d want to invest their career
players that you with your company, in this role, with these people, now
seek? 1. Too many interviewers/recruiters are arrogant or
presumptuous, assuming candidates know your company is
Identify what motivates you’re A- great.
Players and speak to it during the 2. We must identify what our target candidates want out of their
career and map that to our real strengths; then share that
interview process. during the courting, interviewing, and closing process.
1 1. It’s everyone’s job to “sell”; not just the recruiter or hiring manager
10 2 2. Everyone is selling (or de-selling) whether they know it or not
3. Our questions tell candidates what we value and what to expect here.
3. Survey your top performers and ask them these 3 simple
9
Know the
3 questions to learn their motivators
1. What drew you here?
DNA of your
2. What keeps you here?
performers 3. What would lure you away?
8 4
4. Arm interviewers/hiring managers with questions and examples
that highlight why top performers thrive here.
7 5
6
23. Creating a Great Candidate Experience
Vince Lombardi Focus on the basics
Brilliant on the Basics. A great candidate experience is largely about
flawless execution of the basics and less about
innovation.
It’s sad to say that very few companies create
consistent positive candidate experiences. Yet
it is one of the fundamental things that can take
a company from good to great.
Recent research shows that over 30% of all
businesses go under because of poor hiring!
“We are not going to be flashy. We are going to be
brilliant on the basics. We will run, throw, catch,
tackle, and block better than every team in the You want to move the proverbial needle and drive
league. That is how we will go to the championships profits to the bottom line? Focus on the Talent
this year.” Acquisition Experience and watch things grow!!