Defining the Role of Candidate Experience Measurement

The continuing change, evolution and approach towards analytics technology, social interaction and the global economy have significantly changed the face of recruitment over the last ten years. The current recruiting climate reflects this through high candidate volumes, critical skills shortages, increased social media interaction, time constraints and limited resources. Alongside this, a lack of real-time metrics and tools that offer instant evaluation, accurate measurements and an easy way to manage increasing applications, exacerbate challenges and impede the ability to detect areas for improvement.

However, measuring the candidate experience offers a pro-active solution towards these challenges. Effective measurement can help improve:

Talent Attraction

As Jason Averbook asked at this year’s HR Technology Conference in Las Vegas:

“Do you buy books based on what the author says or what the reviews say?”

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An interesting concept when applied to recruitment. Consider: what would inspire you more to apply to a company more – if it is marketed by the company as a great place to work or because a trusted friend/family member has recommended it? Or, on a larger scale, if the wide world of social media endorses it?

Offering an exceptional candidate experience encourages this invaluable support. It reflects on the company workplace and brand; it acts as an individual’s first and greatest impression of the company culture and is associated with the attitude it takes towards its employees. It’s therefore essential that companies can assess the impact their candidate experience is having on each applicant and how this is being communicated to the wider world.

Some points for consideration. Do you know…

>    What made your last would-be hire turn down that offer?

>    Why talent dropped out of your last recruitment process?

>    What people are saying about their experience to family and friends/over social media?

Efficiency of Process

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Efficiency, and the communication of this, is a key contributor to the development of an excellent recruitment process on both the candidate and recruiter side. Research conducted over the last two years into effective recruitment indicates a strong relationship between data driven decision making and recruiting success. According to this research companies who use predictive analytics within resourcing are “twice as likely to deliver high impact recruiting solutions, and their leadership pipelines are 2.5x healthier.”

Measuring the candidate experience offers clear insight into areas that need to be addressed, what needs to be improved and where your successes are. By pin-pointing the causes of inefficiencies, processes can be refined and built upon. Data evidence allows for fact-based decision making, highlighting areas for improvement before they become an issue.

Some points for consideration. Do you know…

>    What your success and problem areas are and how to address them?

>    Do candidates agree with this… or do they see different ones?

>    The impact your latest recruitment strategy has had on the candidate experience?

Management of Reputation

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Whilst the candidate experience can impact talent attraction – both positively and negatively – a good or bad candidate experience can also have repercussions outside of recruitment. Research shows a direct correlation between a candidate’s recruiting experience and their resulting interaction with the company as a consumer.

At this year’s CandEs award ceremony, it was stated that more than 50% of candidates have some kind of relationship with a company prior to applying – and when it comes to sectors such as retail and banking this is likely to be significantly more. With 77% of candidates thinking less of companies who don’t respond to their application and 38% less likely to use a product or service as a result of a poor experience, the ramifications of a bad candidate experience can be huge for organisations.

A bad candidate experience can impact the reputation of any area of a company. For your successful hires it could result in them entering the company with low expectations – resulting in a culture of low morale and work ethic. From a product/company development perspective – if, due to the spread of negative feedback, top talent isn’t banging down the door to work at your company, the companies future plans could be stalled. In sales, a negative experience can directly affect consumer loyalty, customer retention and future transactions. The impact of the candidate experience is widespread and without proper analysis, the affects that it can have are often not related and therefore go unsolved.

Some points for consideration. Do you know…

>    How many of your candidates are also your customers? And what affect their experience will have on their interaction with you as a consumer?

>    What candidates think of your company before, during and after the process?

>    What impact your candidate experience is having on your company’s bottom line?

So ask yourself, how well do you really know your recruitment process?


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