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NBC Universal ‘Tech talk’…every Tuesday and ‘Ask the
Experts’….every Wednesday…every week.
RMSChat Room: “You bring honest questions.
We’ll bring honest answers.”
Pacific Northwest National Laboratory • Promises the experience you will
have…in advance.
T-Mobile* • Provides "what I think you should
know document" and day in the life
have had measurable effect.
Capital One* • Launched in 2012 a comprehensive
metrics effort. Recruiters tied to weekly
analytics. "Candidate first" training.
Every person who applies is asked a
series of questions about their
treatment. 10,000 asks a month with
50-80% response rates. Ratings sliced
and diced by location, level, function
and recruiter.
Accenture:• Developed a mobile interview app that can be
customized by the recruiter for candidates to
prepare more consistently for interviews etc.
Genentech:• Requires all candidates to take interview
training.
Bozzuto:• CEO noticed a negative comment on
Glassdoor. TA leader set up an agent to send
ALL Glassdoor comments to the CEO…and then
all C-level. Describing why we should Invest in
the Candidate Experience is no longer a problem.
PepsiCo• Contest for summer internship and
meeting with CMO led to thousands of
students applying. More than 1
internship offered.
Deloitte• Surveyed 3000 candidates about
career goals as part of their ongoing
research on effort to supply candidate
needs.
Intel• Created a Candidate Care
team that researched
candidates and learned from
them how building core
relationships with recruiter
and hiring manager, led to
fewer declines. Measure
touch points in the pipeline.
Hyatt • Aligns their well-known and well developed
“guest experience” practices to the Candidate
Experience – example: they introduce applicants
to employees in interview process…much earlier
in the process than they ordinarily would.
MetLife:• Built and validated a simulation that Candidates
found a learning experience and a face valid
assessment. •Survey new hires at beginning, 3 months and 1
year.
Set Expectations
“Was there anything you wished you knew about [X] or the job BEFORE you…?”
38,000 Candidates answered
Everyone gets up to bat
“How satisfied were you with the ability to present your
Skills, Knowledge and Experience
during the [Application, Interview] with [X]?”
Accountable
“How is Candidate Experience and Recruiter Performance
Aligned in your firm?”
It isn’t InformalReview
Formalno
Measure
Formalno
Incentive
NonMonetary
Connected
TalentBoard 2014 Copyright ©
2014
March April May June July August September Oct
http://www.theCandEs.org
-20
-10
0
10
20
30
40
50
60
70
80
90
0 10 20 30 40 50 60 70 80 90
I Will
Re
-Ap
ply
I will Refer Others
Net CE² Scores
We can measure the difference in the way we treat candidates
Employers’ Candidate Net Promoter Scores
Some stories lead to better results
4/13/2015 TalentBoard 2013 Copyright © 28
H
Application time had NO impact on candidate
experience alone.
“How long did it take...?”
N= 24,376
EXTREMELY DISSATISFIED DISSATISFIED SATISFIED EXTREMELY SATISFIED
“How satisfied were you with the ability to present your
Skills, Knowledge and Experience
during the Application with [X]?”
N= 19,935
A detailed agendawas supplied in advance of the
interview
Handed anupdated, printed
agenda at the interview
Interviewernames, bkgrnd
provided prior to interview
I was escortedbetween each
interview
Provided jobfit, status,
feedback at the end of the day
Provided process, expensesetc. and promisedfollow up at end
None of the above
N= 5,838
“How were you informed you were not going to get the job?”
I was provided a link to check my status
I received an emailfrom a ‘Do Not Reply’
address notifying…
I received an email froma recruiter/hiring
manager notifying…
I received a phone callfrom a recruiter/hiringmanager notifying…
N= 5,839
Any Feedback offered when told ‘No’?
No Feedback Given
General andLimited Value
ModerateAmount of
Useful Feedback
Specific andValuable Feedback
I was Encouraged to
Apply Again
“How Likely are you to REFER someone in the future?”
I would actively encourage others to apply
I would actively discourage others from applying
I would actively encourage others to apply
I would actively discourage others from applying
78.8%
.8%
4.5%
40.8%
“How Likely are you to APPLY AGAIN?”
“Extremely Likely”
5.7%
“Definitely Not”
“Extremely Likely”
“Definitely Not”
24.7%
62.0%
0.6%
TalentBoard 2014 Copyright ©
1,000,000 Applicants per year
10,000 Hires per year
990,000 Rejections per year
How you communicate:“You’re good enough to be a customer but not good enough to work
here.” Has a serious impact on the bottom line.
CareerBuilder HireRight HireVueJobVite Manpower PeopleFluent
Montage Avature TalentWise Workday
QUESocial NAS Recruitment SevenStep RPO SkillsifySmashFly Virtual JobTryout WilsonHCG
iMomentous Monster
http://bit.ly/2014CandE_Report
@GerryCrispinLinkedin.com/in/GerryCrispin
Good Hunting!
http://www.theCandEs.org
• The mission of The Talent Board is to facilitate the evolution of the employment candidate experience principally through the annual production of The Candidate Experience Awards.
• The CandE Awards is a free, annual competition process where:
– Employers have the opportunity to benchmark their candidate experience against that of other companies
– Employers have the opportunity to participate in a 3rd party survey of their employment candidates to see what their candidates really think of their process
• The CandE Award process is a competition, but it is also designed to provide every organization that chooses to participate, confidential and specific feedback on how they can improve their candidate experience.
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