About Harvard Management Magazine (HBR)
Harvard University’s Management Magazine has been published for a century and combines research and data-based articles. Its authors include the best international management and business experts in a variety of fields, including leadership, negotiation, strategy, marketing, finance and operations. Harvard Business Review articles are translated and published in Globes three times a week: Mondays, Wednesdays and Thursdays (G Magazine).
About the author
Dr. Brad Chambers
CEO of BTS, a company that specializes in talent placement and trains managers at all levels in making better decisions, executing decisions and presenting results. Prior to his position at BTS, he served as VP of Operations at Polaris Assessment Systems (acquired by BTS in 2019) and Assistant Vice President of Insurance Company Aon Hewitt
1. Do you make recruitment decisions fast enough?
Finding someone who is right for your company may take some time, but you may lose candidates in favor of companies with faster recruitment times if you drag your feet. The average recruitment time includes several interviews and lasts about 43 days. However, 62% of the professional workforce say they lose interest two weeks after an initial interview if they have not returned to them.
To avoid this, look for ways to speed up the recruitment process and avoid wasting time. For example, if you are asking candidates to complete assessment tests, incorporate them into the application submission tracking system. Produce assessments according to the qualifications required for the position when candidates submit their candidacy instead of a recruiter sending them to them a few days later.
2. Do you share information about the corporate culture in the company?
Ultimately, the decision whether to sign a contract with a candidate is reciprocal. Therefore telling candidates about the company and the position is no less important than learning about their skills. Call job seekers that your company is committed not only to filling vacancies but also to offering jobs where employees will thrive.
To help job seekers decide if your company is right for them, make sure every step of the recruitment process reflects the corporate culture. For example, use a situation judgment test to ask candidates to address situations they might face in the job and indicate what they would do in response to them.
Another idea is to perform a behavioral role play, which allows candidates to demonstrate key skills for the role. Role-playing a customer service job, for example, may involve simulating a conversation with a dissatisfied customer.
You can also use a virtual assessment center – 3-4 hours of exercises addressing business challenges and strategic decision making – to paint a realistic picture of the job.
All of these methodologies serve two purposes – assessing candidates’ skills and presenting what life will look like in the job and in the organization after accepting the position. While this method has advantages, it raises a question about the time you require candidates to invest in your recruitment process. Consider using these methods only with final candidates to help you make a decision – after you and the candidate have invested the necessary time to get to know each other and want to continue the process.
3. What feedback do you give to the candidates you have had?
Feedback Yes is a relatively easy way for employers to give unique value to candidates in the interview process, and is likely to become a recruitment norm in the near future. According to a survey conducted by the Talent Board (a non-profit research organization that focuses on candidate experience) among candidates who receive feedback on time there is a 52% greater likelihood of further contact with the employer.
In contrast, among candidates who were not accepted and did not receive any feedback, the chance that they will perceive the company in a negative way is more than double. If employers can demonstrate successful investment of candidates, they will take a big step towards building a future relationship.
For example, you can give neutral feedback to candidates that highlights their abilities, and give helpful suggestions without specifying the degree of suitability for the intended position.
4. Do you give candidates value even before they are accepted?
Many people are no longer interested in a job that only pays their bills. Instead, they want to work for a company that will help them learn and grow – personally or professionally. LinkedIn’s 2022 Corporate Learning Report found that companies that excel at internal mobility are able to retain employees for an average of 5.4 years, almost double that of companies that do not. Given that sustained growth is essential for candidates, make sure they know in advance that you will invest in their development.
One way you can signal this is to give candidates a chance to learn new and relevant skills. For example, the process of recruiting sales representatives may include access to courses that teach “cold call” management techniques (a call with a customer who has never been interested in a product or service), what is the best way to reach senior executives or strategies to overcome customer resistance. Give candidates value that they can take with them wherever they go.
As long as the “great resignation” continues, control is in the hands of job seekers. To staff jobs, it is important that companies make a good impression, and this begins with a well-planned interview process.
3 Insights on Candidate Experience
1. Impatient candidates. 62% lose interest after two weeks if they do not return
Candidates want to know what everyday will look like. Reflect on their corporate culture
Candidates are looking for value. Make sure they know you are going to invest in them