Recruitment is one of those HR areas that people either love or hate, there is no middle ground.
Recent research shows that almost three-quarters of the working population is open to the idea of a new job and a 23% is already looking for one. Most of us have been part of a recruitment process at least once in our professional life. This fact gives us the impression that we possess the key to succeed on this difficult task of choosing the right person for the right position. However, recruitment is much more complex than what we experience as a candidate.
Recruitment doesn’t start by posting a job offer or by calling a candidate, recruitment starts way before that. The very beginning is the definition of the employer branding strategy. As I mentioned in another article, bad employer branding can lead to a negative financial impact because it forces salaries to go up to simply attract talent and most importantly, it could open the door to people who don’t fit in the companies’ culture and values and who don’t really believe in our companies’ vision and purpose.
Presuming that it is easy to make use of the recruitment keys would be a mistake. Short term objectives and lack of foresight are the main enemies of the recruitment process and sometimes business pressure can lead us to make decisions that are against long term results. We should instead optimize the efficiency of the process in order to reach the objectives with the correct utilization of resources and time available. We should think strategically to define these long term objectives, plan our workforce and think about where to find talent for a consistent and sustainable Recruitment.
The second key to achieving this is to have a clear idea of what your Recruitment objectives are, rather than the operational ones, but the ones that drive your activity, in our case:
To create the appeal for candidates by boosting the image and model of the company, with the goal in mind that candidates will end up choosing you as their first option.
In order to guarantee the high quality of candidates, one should not rely merely on their suitability to the job description as such, but to the company's culture and values.
Once this is clear, it is time to think about the candidate experience! Recent research indicates that candidate experience can have a dramatic effect on every metric that matters: cost per hire, job-offer acceptance (around 15% more), and even revenue generation (just 25% of dissatisfied candidates are likely to become new customers, whereas for satisfied candidates that number jumps to 53%).
To define the candidate experience you have to leave your HR mindset behind and think on what kind of actions will allow our candidates to have a positive and different experience, to create that wow effect for them, which will make room for a new candidate-driven recruitment.
The war for talent nowadays is fierce, and it has been so for years. In fact, McKinsey Consultancy was the first company that drew attention to this fact back in 1997. Being more than 20 years in this war zone, perhaps instead of focusing on winning the war, we should be focusing on winning the battles?
- To talk about candidate experience means to talk about EVP and employer branding because this is the first experience that a candidate has with the company. Define your employer branding strategy by showing potential candidates what they are going to find when they join your company.
- Establish relationships with your potential candidates. Most of our talented candidates are not actively looking for a new job, or are not looking to join our company, so we should find and connect with them before we actually need them. We can use social media, but we would have to be creative and constant and feed them information that is attractive.
- Job descriptions…We could write thousands of pages on this topic, but the most important thing is to showcase your vision, your purpose, the company culture & values and not just a list of requirements. You must be aware of what your potential candidates see and read and inspire them if you don't want the relationship to be a mere transaction.
- The application form. Just 1 of 3 candidates apply for a job directly, so this process has to be made as easy as possible. The application is one of the most important decisions they will make. In a mobile world application processes must be mobile as well, something that the candidate would be able to do anywhere. It also has to be quick, since if it takes longer than 8 minutes you know you will lose them, so make it easy!
- Communication with your candidates has to be fluent. Keep the conversation going, candidates will have to choose you and they prefer continuous feedback, so message them in whats app, send them emails, call them... no more long waits, no more disconnection… otherwise you will lose them.
- Train your interviewers. Train your Business People and Recruitment Team on the interview process. Candidates perceive more value in a company that has a professionalized interview. Candidates will value an interview with an HR professional who is qualified and proficient, which will then improve the image of the company in their eyes. Train your business team as well to make sure they are taking under consideration the cultural fit, thus creating a relaxed and trustworthy environment.
- If a candidate has a positive impression, they turn to the internet to research the company, so your information has to be updated and your EVP easily accessible to them.
Once you fulfill these standards, it is time to move to the second question on how to locate the best candidates for your company. The answer to this is the interview process.
Possessing the right talent is instrumental in a company's success because the business world nowadays requires more sophisticated soft skills and competencies. Interviews have to evaluate the soft skills / competencies of a candidate's profile so that they are long lasting and help people to succeed in their job. Therefore, the evaluation of key soft skills will avoid later pain. Interviews have to investigate the cultural fit, since, ensuring that candidates share the same values with the company is key for a successful recruitment process. Stats show that between 10% and 25% will be then asked to leave mainly due to a poor company culture fit. An investment in interviews that takes into account this suitability to the company values is never a cost, but rather instrumental in the professional career and potential of the candidate.
According to the old saying: recruit for attitude (values, competencies/soft skills…) and train for skill (technical knowledge).
Interviews, by their very nature, are also social interactions and as a result, often subject to a range of biases. The best interviews follow a structured framework in which each applicant is asked the same questions and is scored with a standardized rating scale. In this way, structured interviews provide more reliable results than unstructured interviews. At everis UK we base our interviews on critical incidents technic, topgrading (including TORC technique) and repertory grid. Candidates should feel they are having a conversation that is not being evaluated.
Sometimes the focus on recruitment has to mark a change towards a focus on engagement… It is important that we don’t ignore the people already under our employment.
1. Engage your workforce
This has been the strategy of fancy and sexy companies for candidates like Google, Apple, King... These kind of companies have created a workplace that people want to be a part of.
An engaged workforce gives the company a relevant brand position in the market, since your employees will be your best ambassadors and they could be doing a good part of the resourcing and the employer branding for you.
Bring your EVP from an attractive point of view for candidates to the Recruitment process and them to the whole employee life cycle. Remember, the key to have an engaged workforce is to have a vision shared by your employees and a company purpose that is bigger than money.
2. Grow your workforce
Give career and internal development opportunities to your employees. Strengthen the internal mobility and leadership source.
This could be done by an internal job searching tool in which your employees can check the same jobs you post externally, or by identifying High Potentials among the company (including those in transition to managerial roles).
Trust, transparency and the exploration of the potential of internal candidates in critical areas at work are current in this debate.
At everis UK we are aware of the importance of providing candidates with a differential experience. We have implemented a special, positive experience around the everis magic, a people-centric model, a true everis experience that our candidates would want to share. An emotional recruitment journey.
REDEFINING THE INTERVIEW TO IMPROVE A CANDIDATE’S FIRST POINT OF CONTACT WITH THE COMPANY VALUES
We have defined our Storytelling together with our employees, clients and candidates in order to have a consistent message across the Recruitment process and the company. Something that could be told by any of our employees because that is what they are experiencing in their day by day in everis. This story is based on our everis Magic formula = ((vision + growth + knowledge) * Teamwork) Positive Attitude.
We have worked to make interviews more meaningful, interviews in which candidates can glimpse our values and our culture and take a first look on our way of doing things. To do that, we have implemented “Rock the interview programme”, a programme for middle management and executive teams that includes online and face to face training, as well as coaching from the Recruitment team.
These actions, together with our Employer Branding Strategy, have increased the number of applicants and have almost duplicated the ratio of hires vs candidates sent to the business areas.
CREATING A UNIQUE OFFER LETTER TO SHOWCASE OUR PEOPLE-CENTRIC MODEL AND EXPERTISE
We decided to create a differential experience when choosing someone to join our team. Once the decision is made, we send them an interactive offer letter that includes:
A welcome ticket to everis
A QR code to visit the everis Magic site
Once they decide to join the company, they receive a card posted to their home address with a personalized note from our CEO.
Satisfaction recruitment 98.3%. The candidate experience (cNPS) +59, which is an Excellent Experience in the Net Promoter Score. We send the experience survey to those who go through the whole process, that is, to those who receive an offer letter from us, regardless if they eventually decide to accept it or not.
This experience continues on to the next moment of truth for our new joiners, the On-Boarding process. From day one, they have a differential experience that includes the use of Virtual Reality, among others. The satisfaction rate of the everis UK OnBoarding process is currently 97.2%.
The candidate experience has an effect on: cost per hire, job-offer acceptance rate, and even revenue generation.