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WHAT CAN BE MEASURED,
CAN BE IMPROVED
TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE
MARIA ROSPLOCH AND THOM...
In an ever-increasing struggle to secure top talent, there’s a new
sticking point: the candidate recruiting experience.
Fr...
/03
It’s vital for companies to develop a way to assess
a candidate’s application experience, know more
about what prospec...
/04
Competing for talent is tougher than ever. Major demographic shifts are hitting
employers hard, creating the perfect c...
/05
Typically, the companies that need to closely examine their candidates’
experiences are those that:
•	 Compete for tal...
/06
Kelly Outsourcing and Consulting Group (KellyOCG®
) partnered with Ann Marie
Ryan, who has a doctorate in psychology, ...
/07
branding
The organization’s reputation and level of prestige
The link between employer brand image and successful recr...
/08
technology
How candidates interact with the organization’s technology
A major bailout point for candidates is often du...
/09
There is little doubt that efforts to understand
more about the candidate experience will produce
better hiring result...
/10
What makes KellyOCG different? We listen. We allow your objectives to
drive our approach. KellyOCG will deliver result...
ABOUT THE AUTHORS
MARIA ROSPLOCH is vice president, Global Solutions Design. Maria consults globally with top
performing o...
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What can be measured can be improved

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Thought about the experience your candidates have when they apply for a job? Read this ebook to find out why it's important to know what experience your candidates have.

What can be measured can be improved

  1. 1. WHAT CAN BE MEASURED, CAN BE IMPROVED TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE MARIA ROSPLOCH AND THOMAS F. KAMINSKY
  2. 2. In an ever-increasing struggle to secure top talent, there’s a new sticking point: the candidate recruiting experience. From brand perception to online applications, today’s job candidate has many opportunities to engage—or become disengaged—with your company. More than ever, candidates are quick to walk away from awkward technology, unclear processes, an unsatisfying level of human interaction, or hard-to-find information. In a competitive talent market, candidates jump ship at various roadblocks— and many organizations have no idea where the problems lie. /02 the nearest exit
  3. 3. /03 It’s vital for companies to develop a way to assess a candidate’s application experience, know more about what prospects think of their hiring process, and make changes where necessary so they can attract and win the best talent.
  4. 4. /04 Competing for talent is tougher than ever. Major demographic shifts are hitting employers hard, creating the perfect conditions for a talent war. Factors include lower birth rates, retiring baby boomers, and a high demand but low supply of specific skills. Candidates also expect more from the hiring experience due to advances in digital platforms and social media. What may have worked two years ago does not necessarily work now—and companies that don’t adapt may lose top talent to competitors. the talent war As mobile technology becomes mainstream, application forms need to be mobile friendly. This is important because the front end of the application process influences how a candidate perceives a company.
  5. 5. /05 Typically, the companies that need to closely examine their candidates’ experiences are those that: • Compete for talent • Struggle to keep prospects engaged during the hiring process • Don’t know why prospects become disengaged • Want to protect their brand from negative perceptions • Apply for employer awards • Have new talent categories other than the ones for which they are “known” how does your organization fare?
  6. 6. /06 Kelly Outsourcing and Consulting Group (KellyOCG® ) partnered with Ann Marie Ryan, who has a doctorate in psychology, and is a professor of organizational psychology at Michigan State University, to help companies ascertain the truth about their candidate experience in order to improve their recruitment practices and secure the best talent. As a result of research findings, KellyOCG collaborated with Ryan to develop candidate experience measurement—through a tool that assesses a candidate’s hiring experience against these five interconnected factors: 1. Branding 2. Learning 3. Technology 4. Process 5. Human shedding light on recruiting practices If a company fails to investigate why candidates are not completing applications, the company cannot effectively enhance the process.
  7. 7. /07 branding The organization’s reputation and level of prestige The link between employer brand image and successful recruiting is crucial, especially in a candidate-driven market. A strong brand can attract candidates and a weak one can drive them away—it ultimately affects a company’s hiring success. The best employees will put little store in what companies say about themselves in their advertising. They will conduct their own research by talking with independent parties. learning The ease with which candidates can find organizational information Although perceptive candidates find their information about companies from neutral sources, they will still check the marketing material that companies publish—particularly on corporate web pages and any social media presence. This means companies must produce material that is authentic, compelling, informative, and easy to find. a closer look “Many candidates abandon an application process after using a company’s website to research their potential employer.” – Ann Marie Ryan, M.A, Ph.D.
  8. 8. /08 technology How candidates interact with the organization’s technology A major bailout point for candidates is often during the job application process due to unclear instructions or problematic interfaces. This means a company’s online application process must be fast, intuitive, and simple. process Allow clear opportunities for candidates to show their skills and abilities The system or process a potential employee must navigate to complete an application should be seamless—it should put prospects at ease and provide opportunities for them to present the truest version of themselves. Any obstacles could force the best candidates into the arms of other firms. human The way those who represent the organization treat the candidate Finally, there is the human factor. If a potential employee passes the application phase and then interacts with someone at the organization—the way in which the company treats him or her may determine whether they stay the course or move on to a competitor. As the technology “bar” is set higher and higher, a company’s online application process must be fast, intuitive, and simple.
  9. 9. /09 There is little doubt that efforts to understand more about the candidate experience will produce better hiring results—the candidate experience measurement assessment tool from KellyOCG provides actionable information for improving the candidate experience at your organization.
  10. 10. /10 What makes KellyOCG different? We listen. We allow your objectives to drive our approach. KellyOCG will deliver results using proven methodology, proprietary technology, and service that features: Collaboration – A genuine partner, we take on your business challenges as our own using a holistic approach—proactively communicating any course corrections needed for transparency. An empirically validated measurement tool – Academic experts have validated the survey tool used to measure the candidate experience—a tool that’s updated as recruiting trends change. Recruitment expertise – Our vast experience in managing recruiting and staffing programs helps us understand talent and gives us insight into labor market trends. Targeted best practices – Our subject matter experts deliver. We provide face-to-face meetings to advise you on recommendations to execute. For more information about the candidate experience measurement tool, and improving your company’s ability to attract top talent, visit kellyocg.com today. customized services
  11. 11. ABOUT THE AUTHORS MARIA ROSPLOCH is vice president, Global Solutions Design. Maria consults globally with top performing organizations to ensure that client talent needs are clearly developed and defined, in order to deliver optimal recruitment process solutions. With a focus on best practices and lean processes, and founded on nearly two decades of recruitment process and delivery expertise, Maria is integral in designing the right strategic solutions for clients, and partners with delivery teams to ensure alignment with client expectations and consistently achieved program goals. Prior to 2002, Maria held roles in program management and account leadership for KellyOCG. THOMAS F. KAMINSKY is vice president and global practice lead for the consulting practice of Kelly Outsourcing and Consulting Group. With more than 25 years of human capital industry experience, Thomas is a sought after thought leader and business practitioner focusing on transformational talent strategies. KellyOCG consulting services include strategic workforce planning, workforce analytics, candidate experience, employer branding, and talent sourcing. KellyOCG is the Outsourcing and Consulting Group of workforce solutions provider Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources Consulting, Career Transition and Executive Coaching, and Executive Search. KellyOCG was named in the International Association of Outsourcing Professionals® 2014 Global Outsourcing 100® list, an annual ranking of the world’s best outsourcing service providers and advisors. For more information, visit kellyocg.com today. EXIT All trademarks are property of their respective owners © 2015 Kelly Services, Inc. 15-0012 kellyocg.com

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