Q1 2019 | Candidate Experience2019-05-19T23:07:35+00:00

CANDIDATE EXPERIENCE

Candidate Experience

The world of hiring is more candidate-driven than ever before. A variety of employment opportunities, coupled with the rising bargaining power of employees, has lifted candidate experience to the top of many organizations’ list of talent acquisition and workforce management priorities. Generally, the better the candidate experience, the more likely an organization is to attract the best talent. Top candidates demand compelling experiences during and after the hiring process.

QUICK LINKS

Talking Talent Leadership Profile

A Q&A with ANDREW WILKINSON of PeopleScout
Executive Leader, Group Managing Director, Europe and Asia Pacific

By CAROLINE SABETTI
Global Leader of Marketing and Communications

There are a lot of new perspectives and British accents around PeopleScout since our acquisition of TMP Holdings LTD (TMP UK) in June 2018. For Andrew Wilkinson, who was the CEO of TMP UK prior to the acquisition, it’s been a whirlwind. He has crisscrossed the globe visiting PeopleScout operations in Chicago, Krakow and Sydney, meeting with PeopleScout clients in the U.S. and Australia, speaking at the Candidate Experience Awards (CandE) Awards in Orlando and HRO Today Forums in Amsterdam and Hong Kong, and attending the PeopleScout NEXT Talent Summits in Chicago and Sydney. I caught up with Andrew in PeopleScout’s Central London office to get the scoop on PeopleScout’s UK operations, talent advisory practice and his insights after six months in his new role as Executive Leader, Group Managing Director, Europe and Asia Pacific.

How Has Our Acquisition of TMP Holdings LTD Changed PeopleScout?

We significantly expanded PeopleScout’s on-the-ground capabilities and expertise in the UK with an EMEA HQ in London and a highly effective RPO delivery center in Bristol. Since June, we’ve begun to have a lot of collaboration as a global leadership team talking with clients that want to expand their program to new geographies as well as starting new conversations with global prospects.

The deal not only established a European PeopleScout footprint, it also significantly enhanced PeopleScout’s talent advisory capabilities in employer branding, assessment and recruitment marketing. Our RPO model was built on our 25-year legacy in the UK as an award-winning employer brand and recruitment marketing agency and is a huge differentiator. Whilst underpinning our RPO business, we also offer talent advisory services directly to clients to help them tell a compelling story to their target audiences and create a positive candidate experience.

Why Are Talent Advisory Services Becoming Increasingly Relevant in Today’s Market?

With talent shortages in virtually every global market, the candidate is in control. For that reason, helping our clients bring their employer brand to life to give them an unfair advantage in attracting critical talent is very timely. Additionally, there is a growing awareness of the positive and negative impact that employer brand experiences can have on your bottom line.

For instance, one of our clients – a telecom company – studied the cost of having a bad candidate experience and found that candidates who had a negative experience were inclined to change providers. Given their candidate volume, this equated to millions of dollars in potential lost revenue annually. Global research from the CandE Awards aligns with this – showing significant positive and negative revenue correlation with candidate experience.

How Does Employer Brand Relate to Creating a Compelling Candidate Experience?

Every company has an employer brand – intentional or not. This brand is based on their reputation, how they communicate, what others say about them and the candidate experience that they deliver. As they say, perception is reality.

To that point, having a managed employer brand is critical. For us, that begins with helping our clients understand what they want to achieve and who they really are through insights gathered from current senior leaders, employees, exit interviews and existing corporate materials.

Starting with those insights we begin to identify the themes that allow them to tell their story, one that allows them to “own” a space in their target talent groups’ minds and ultimately draws this talent into their pipeline. This is their employer value proposition (EVP), and we use that as a compass point from which we design their whole employee experience. The EVP defines what you deliver to your employees but also what you expect in return. This last point is critical, in that you don’t want to be a magnet for all talent, you want to be a magnet for talent that will thrive in your organization.

Clearly this is a balancing act between authenticity and aspiration – you’ve got to deliver from the inside out on your EVP through the entire candidate and employee lifecycle.

How Do You Help Create Positive Employer Brand Experiences – Whether the Candidate Gets the Job or Not?

Creating great employment experiences begins long before a candidate joins an organization. The typical candidate journey has upwards of 25 touch points. These touch points inform a candidate’s opinion of your organization and ultimately their decision to join.

When you consider a candidate’s experience as they explore multiple job opportunities, they are sorting through a lot of messages. To stand out, your employer brand message must be compelling and consistent because candidate attention spans continue to decrease for anything but the most compelling engagement tactics.

Our goal for every interaction is to enhance the candidate’s perception of our client’s brand. We’ve done our job when a candidate doesn’t get the job but walks away from the experience thinking “that’s a great company.”

What’s Next?

It looks like another exciting year in 2019. We have now completed the key integration project and I believe that the opportunities for PeopleScout next year are huge as we start to unlock our true global potential. We are already having so many different conversations across geographies as we better link our total capabilities to clients’ needs. We are bringing to the UK the scale and resources of being part of the PeopleScout team which will benefit our existing RPO customers as well as dramatically change our offer to potential new customers.

In addition, for me, that also means supporting Guy Bryant-Fenn, our new Managing Director for Asia Pacific operations, and strengthening our global ties with each region. I am excited to be working together with some amazing talent on the global team to develop synergies across regions and build on our current success to continue to drive growth in Asia Pacific and around the globe. Traveling is back on the agenda with visits to Chicago, Washington D.C., Sydney and India all on the itinerary but not before a ski break to relax!

The Importance of an Employer Value Proposition and Employer Brand Strategy

By SIMON WRIGHT
Managing Partner, Advisory Services

As employers face increasing competition for the best talent, a well-defined employer value proposition (EVP) and employer brand strategy have become more important than ever. In a candidate-driven market, employers need to stand out to their target talent audiences through a unified EVP and employer brand. High-quality candidates know what they want out of a future employer, and organizations that don’t effectively show their value to candidates risk losing them to the competition.

If you Google EVP and employer brand, you’re likely to find thousands of definitions. At PeopleScout we define EVP and employer brand as the following:

Employer Brand: The perception and lived experiences of what it’s like to work for your organization.
Employer Value Proposition: Captures the essence of your uniqueness as an employer and the give and the get between you and your employees.

Both concepts revolve around the qualities that make a company a great place to work, as well as the benefits, career growth opportunities, work-life balance and company culture that attract top talent.

EVPs are particularly important in today’s job market, as a majority of candidates heavily evaluate companies before they even consider applying for open positions, and it can be a critical differentiator in a company’s ability to attract talent.

Key Elements of a Successful EVP

As HR Technologist explains, “An employee value proposition must be thoughtfully designed since it has a direct impact on behavior. It must look into the tangible and intangible elements of the psychological contracts between the employer and the employee. It must start way before the employee joins, even before the person is a job candidate; it must appeal to the person irrespective of whether the person intends to work with the organization or not.”

A successful EVP articulates the value that you offer to your employees. At PeopleScout, we establish three elements to support a successful EVP:
Pillars: Pillars are the core components of your EVP and are informed by insights into your cultural DNA and your audience’s motivations. Pillars are used to define the relevance of your EVP and are based on research.
Narrative: The narrative is usually a single, manifesto-style paragraph – it’s the emotive “sell” of what you offer. The narrative defines consistency throughout your EVP and employer brand strategies.
Strapline: Finally, the strapline is a concise phrase that summarizes your overall offering – it focuses on being memorable rather than detailed. The strapline defines a point of focus throughout your EVP materials.

By creating pillars, a narrative and a strapline to support your EVP and employer brand strategy, employers will be set up for a successful deployment both internally to current employees and externally to candidates and the broader marketplace.

For example, we recently completed an EVP and employer brand project for a global law firm based in the UK called Linklaters. Here are the pillars, narrative and strapline that we created to bring the project to life.

Pillars:
Human Experts
One Team
Innovation
Career Platform

Narrative: From a shifting geopolitical landscape to the exponential growth in FinTech, it is a time of unprecedented change. At Linklaters, we’re ready. Our people go further to support our clients, with market-leading legal insight and innovation. And we go further for each other, too. We’re people you want to work with, generous with our time and ready to help. So no matter what the future holds, with us you’ll be one step ahead. Great change is here. Get ready.

Strapline: Great Change is Here

Benefits of a Well-managed EVP and Employer Brand Platform

Organizations that effectively deliver on their EVP can enjoy a host of benefits, including decreased annual employee turnover and increased new hire commitment, according to Gartner research. Other benefits include improved brand sentiment, increased reach to target audiences, a greater sense of commitment from current employees and cost savings related to compensation.

Improved Brand Sentiment

Organizations with effective EVPs are more attractive to candidates and are considered employers of choice – organizations where candidates want to work. In order to make yourself an employer of choice, you have to be able to appeal to your ideal candidates by differentiating your company from your competitors. A compelling EVP and employer brand can move your brand sentiment in a positive direction. A clearly defined EVP creates the foundation on which to build your internal and external employer brand messaging, which allows you to have greater influence over what you are known for and how you are perceived.

Increased Reach

A thoroughly researched and tested EVP is designed to speak more effectively to your target talent audiences. When you are able to tailor the core of your message to individual audiences, while keeping your narrative and strapline consistent throughout, more diverse groups of candidates will respond favorably. This has real business impact. According to a Morgan Stanley study in The Atlantic, there is a positive relationship between equity returns and the gender composition of an organization’s employee base, as an example.

We work with an organization in the UK that was once an online automobile magazine but is now a digital publication. The organization struggled with brand perception. Many candidates thought the company was old-fashioned, and they struggled to attract women to their open positions. We developed an “adventures in awesomeness” EVP that spoke to the digital transformation that had already happened at the employer. This EVP not only increased brand attractiveness and shifted sentiment, but also increased the number of women visiting the careers site by 300 percent.

Greater Employee Commitment

Organizations with strong EVPs enjoy significantly higher levels of engagement from employees. In one example studied by Cornell University, a beverage bottling and distribution company launched an initiative to develop an integrated employer brand. Around the same time, the company decreased headcount by more than 6 percent and maintained tight control over salary raises. Despite these difficulties, employee engagement grew at the company from 36 percent to 55 percent over a five-year period.

This study suggests that when you clearly articulate your EVP and the behaviors you’re looking for from employees, it can be a factor in successfully attracting and retaining employees with the right cultural fit for your organization. This yields more engaged employees and better results.

Compensation Savings

Organizations with effective EVPs are able to reduce the compensation premium required to attract new candidates. Another example highlighted in the Cornell study found that organizations with a well-managed employer brand had a 26 percent economic advantage in terms of labor cost.

Key Considerations When Creating an EVP and Employer Brand Program

There is ample data that shows that effective EVPs generate real business benefits. To realize those benefits, there is a lot of work that goes into creating a successful EVP and employer brand. Before launching an EVP internally or externally, it’s critical that companies spend time researching, defining, developing, optimizing and deploying an EVP that accurately represents the company’s value to employees.

If you’re thinking about building a global EVP and employer brand or your current brand isn’t quite working – join us for the on-demand webinar Across the Seven Seas: How Well Does Your Employer Brand Travel? We will share how to create a global strategy that will increase your employer brand awareness and help drive better response and conversion rates. Visit peoplescout.com to view on-demand.

THE IMPORTANCE OF AN EMPLOYER VALUE PROPOSITION AND EMPLOYER BRAND STRATEGY

Key Takeaways

  • Your employer brand is the perception and lived experiences of what it’s like to work for your organization while the EVP captures the essence of your uniqueness as an employer and the give and get between you and your employees.
  • A properly managed EVP can generate a host of benefits, including shifting brand sentiment and increasing the attractiveness of your organization, increasing your reach to new audiences, deepening your employee commitment and driving compensation savings.

Reducing Unconscious Bias with AI

By MARGARET CALLARD
Product Marketing Leader

Last winter during a bitterly cold rush hour, a father and son were in a terrible car accident off the Kennedy Expressway in Chicago. Tragically, the man died before help arrived. Paramedics were able to successfully transport the child to the nearest hospital where he was brought into an operating room for surgery. The surgeon entered the room but immediately stopped saying, “I can’t operate on this boy, he is my son.”

Who was the surgeon? His mother. This slight variation of the surgeon’s dilemma story helps illustrate how unconscious bias works. Every day people unknowingly form opinions about others based on minimal input; this is known as unconscious bias. These thoughts are usually based on deeply held beliefs. No one wants to be biased, but it is part of being human. Unconscious bias can be related to race, gender, age, religion, sexual preference, veteran status, disability status, socioeconomic status, college attended and many other attributes. In fact, at least 150 different unconscious bias types have been identified and studied.

In this article, we’ll explore ways that unconscious bias appears in talent acquisition, review how AI can be used to reduce bias in the recruiting process and share tips for how to select an AI partner that can help employers reduce bias.

Unconscious Bias in Talent Acquisition

While employers strive to uphold legal standards for equal employment opportunities, unconscious bias issues in talent acquisition still exist. Unconscious bias can occur at many stages throughout the recruiting process. For example, a recruiter may unconsciously write job descriptions that appeal more to a certain group of people. A recruiter looking for an IT developer might advertise a role as a Java Ninja, which could discourage women from applying because the title uses more masculine language.

During the candidate screening process, individuals might also experience affinity bias, a specific type of unconscious bias that occurs when someone with a certain background is favored. An instance of this might include a hiring manager seeking candidates with an MBA from a particular school. At a company level, bias can even extend to citing a company’s culture fit as a reason to hire a certain type of person, i.e., hiring only younger workers.

When unconscious bias spreads across a candidate pool, bigger risks, such as a lack of organizational diversity, may emerge. A Deloitte study found that a diverse workforce is twice as likely to meet or exceed a company’s overall financial goals. Another study by Catalyst cited a 34 percent higher return to shareholders for companies with more women in executive positions.

Without a diverse workforce, organizations run the risk of possible legal action. A recent age discrimination lawsuit against three large technology employers claimed millions of older workers were allegedly blocked from seeing Facebook job ads because of their age.

Outside of legal action, companies also face the possibility of accidentally harming their own recruiting efforts. Silicon Valley has long been accused of having a less than diverse workforce. However, 47 percent of millenials say they prefer working for a diverse company.

How AI Can Reduce Bias in the Hiring Process

Artificial intelligence can decrease unconscious bias in recruiting practices in two key ways.
First, as a sophisticated pattern detector, AI can find bias across millions of data points.
Second, when potential candidates are identified, AI can catalogue profiles based only on certain skill sets. AI can also be programmed to ignore all demographic information, like zip codes, race or gender.

While many vendors today offer AI-enabled capabilities for tasks such as interview scheduling or candidate communications, using AI specifically to reduce the challenges of unconscious bias is still emerging. Montage recently launched Unbiased Candidate Review that helps companies reduce discrimination during the selection and interview process. Unbiased Candidate Review, part of Montage’s on-demand voice and video interviewing solution suite, includes hiding the candidate’s identity and voice until a hiring manager enters feedback on the candidate.

Another example of fighting bias through AI includes the story of entrepreneur Iba Masood. As a native of Pakistan who graduated from college in the United Arab Emirates, Masood had a difficult time finding a tech job after graduating. She was not from the traditional pool of young, male, Ivy League candidates that seek developer roles. So she created her own AI solution, TARA, to combat bias in the tech recruiting process. Today, candidates that use TARA’s online freelancer marketplace are judged only by the code they produce. Companies looking to find project-based developers bid based on the current skills needed for a project with no knowledge of the candidate’s socio-economic or previous professional background.

Potential AI Risks

While promising as a solution, AI algorithms need to be built appropriately and monitored frequently to make sure AI does not perpetuate the bias it was programmed to erase. As AI emerges to help reduce unconscious bias, several groups, including federal agencies, are observing AI’s impact to make sure risks are appropriately addressed.

Some of these groups include:
OpenAI, a nonprofit that creates AI systems via open source for the broader AI community to analyze.
The AI Institute, which reviews AI’s ongoing impact on society.
Explainable AI, which focuses on tracing the reasoning of AI algorithms back to its human creators so links are not lost.

In addition to these formal groups monitoring AI, organizations can take steps to make sure the correct AI processes are in place. Because AI is constantly evolving, errors in an AI platform’s logic can quickly grow, making problems hard to trace. This is especially true if errors are made at the beginning of the process causing the common problem of garbage in, garbage out. However, there are strategies teams can put in place to reduce risk:
Recruiting teams can combine their expertise with data gathered from AI to produce more inclusive job descriptions and candidate pools in the future.
Bias can also be reduced by setting strategies internally to identify and eliminate bias through training and other programs.
Organizations should assign diverse teams to build AI algorithms so a wider set of ideas is represented in the AI’s output.
Finally, companies should conduct ongoing audits of AI algorithms to test that efforts related to AI are progressing appropriately.

ASK AN EXPERT
Chad Getchell is a Leader on PeopleScout’s Innovations & Implementation Team, with product ownership responsibilities for Affinix™. Chad joined PeopleScout after serving in product leadership roles with Walmart and Automatic Data Processing (ADP), overseeing systems development for their recruiting business.

We talked with Chad for input on this article regarding how talent acquisition can benefit from AI as well as how to select and evaluate an AI provider.

How to Select and Evaluate an AI Provider

When assessing enterprise AI partners for your organization, make sure to review the following:

1. Ask questions. If a potential partner isn’t willing to explain how its algorithms work, walk away. A good partner is prepared to support your business and will be able to articulate how the solutions work in terms you understand.

2. Understand the vision. Not all partners will be experts in your industry. However, from a technical perspective, ask to see a long-term product roadmap to understand plans for the company’s product evolution and what kind of influence you may have on the roadmap features.

3. Agree on the support model. Make sure the partner has a thorough understanding of how you operate and how AI folds into that process. Share what is critical to you and ensure they’re ready to commit to supporting those items for you. Without this, your support of your own clients could be affected.

REDUCING UNCONSCIOUS BIAS WITH AI

Key Takeaways

  • While not the only way to solve unconscious bias in talent acquisition, combined with other strategies, AI is emerging as a useful tool.
  • AI algorithms need to be built and monitored appropriately to make sure AI does not perpetuate the bias it was programmed to erase.
  • AI can analyze large sets of data and separate demographic information, helping recruiters find higher-quality candidates prioritized by skill set.

Rethinking Candidate Generation Strategies

By LEE GRIFFITHS
Talent Insight and Attraction Manager, Candidate Generation

In this time of rapid transformation and high competition for talent, employers face the challenge of evolving their talent generation strategies to stay ahead. For years, employers focused on attracting as many candidates as possible with the hypothesis that generating more applications was the best strategy to yield better quality hires. That approach to talent attraction and the metrics used to measure success are changing.

The old goal: Attract as many candidates as possible.

The new goal: Attract the strongest candidates who are the best motivational fit for your organization.

In this article, we cover the changing landscape of candidate attraction and why employers should develop a new, data-informed way of looking at job postings. We also present some specific strategies employers can put in place now and explore the benefits of these strategies.

Change is Not Optional

Many organizations remain stuck with outdated candidate generation strategies. Job titles and descriptions can go years without being updated to reflect the reality of the position or the ways that candidates look for jobs. Long, expensive contracts with specific job boards are common, even though the return on investment may be decreasing. There are several reasons why the old way is no longer working.

1. Employers look at the wrong metrics: Many employers assume that a large number of views, clicks and even applications indicate an effective strategy, even when those numbers don’t translate to strong hires. At the same time, candidates are left frustrated by applying to jobs that are different than advertised and then facing rejection because they don’t align with the true requirements of the position or with an offer or a job that isn’t a good fit.

If a job posting yields too many unqualified candidates, it creates the risk of harming an organization’s employer brand. This is because when there are too many unqualified candidates, there is the risk of poor communication. Those candidates could become frustrated with a lack of communication and form a negative opinion of the organization which they could share with their own networks.

2. The process is expensive: The practice of attracting large numbers of applicants is expensive. Employers pay to attract and process candidates who aren’t good fits. At one UK organization, we found that a dismissal at the CV review stage cost $2.49. This organization hired 6,000 employees for every 67,000 applicants. This means the cost of just the first stage was $152,100. The process of dispositioning an applicant after an interview is even more expensive.

3. Job postings aren’t optimized for the changing landscape: The changing role of job boards is also disrupting the traditional process. The rollout of Google Jobs, for example, has made it easier for candidates to search for job postings the same way they search for everything else on the internet – and candidates have grown to expect this. Because of this, employers need to optimize job postings and use SEO strategies to ensure candidates will see those postings.

Strategies for the Future

Building a Centralized Recruitment Function: By centralizing the recruitment function, employers build a team that can adapt more quickly to change and work more efficiently to put new strategies in place. HR leaders find that a centralized function allows all members of the team better insight into the full hiring process and helps them better understand how each step impacts the broader candidate journey.

It is also easier to test new strategies and deploy successful ideas throughout the entire recruitment function. Because there is no need to get the buy-in of other offices or teams, a centralized function can deploy changes quickly.

A centralized recruitment team also helps maintain consistent metrics and employer branding. When multiple teams are accountable for different parts of the process, aspects of an employer brand or the metrics used to define success can look different from team to team.

When processes are siloed it makes it more difficult for leaders to get a full view of the recruitment team and maintain consistency throughout the process. When the entire recruitment team is accountable to the same leader, the process remains more consistent.

Benefit: An accountable and synchronized recruitment team that can more effectively share your brand message.

Sharing an Honest Employer Brand: An authentic yet aspirational, unique and dynamic employer brand is key for employers looking to stand out in the competitive talent market. This type of employer brand will speak to candidates who fit with the current company culture but can also be an effective way to keep current employees aligned with shifting organizational priorities.

A successful deployment of an employer brand will include the development of media toolkits, with language, images, videos, social media posts, emails and more that the recruiting team can use to disseminate brand communications. Materials like these can be used to make sure your employer brand consistently comes through in job postings and advertisements.

Benefit: A strong employer brand will generate applicants who understand and fit in with your culture and who are excited to work for you.

Swapping Vanity Metrics for Sanity Metrics: As your goal changes from attracting the most candidates to attracting the right candidates, you need to adjust what metrics you monitor to see if you’re achieving your goal.

Vanity metrics can include data like the number of clicks or views you have for a job posting and the number of applications. These metrics don’t tell you whether the people who are clicking on your job advertisements or the candidates who are applying are good fits for the position or enthusiastic about working for you.

Sanity metrics are numbers like the ratio of clicks-to-hires or applications-to-hires. Sanity metrics can also include data about the performance and tenure of your new hires. These metrics tell you whether or not the right people are finding and applying to your job postings. If you are looking at vanity metrics, you cannot tell if you are attracting the strongest talent.

Benefit: A more clear measure of whether you are meeting your goal of attracting the strongest candidates who are enthusiastic about working for you.

Using Data to Inform Decision Making

Data should be central to the candidate attraction process. Your team should consistently ask these four questions and make alterations to your recruitment process based on the answers the data provides.

1. Are you marketing your job properly for the audience you’re looking for?

Sanity metrics will tell you if your tailored approach to candidate attraction is working well. The exact ratios will vary from organization to organization and position to position, but your goal should be to decrease the ratio of clicks-to-hires and applications-to-hires while increasing performance metrics and tenure numbers on those hires. If you aren’t already tracking this information, you should gather historical data on the relevant positions and continue tracking performance and tenure data.

If, for example, you spend a significant amount of time and money reviewing applications from unqualified candidates, you can revise your job copy to reflect the more challenging parts of the job. One of our clients had challenges hiring for a door-to-door salesperson. The job posting gave a rosy view of the position, without mentioning the tougher parts.

This led to a high number of applications, but as candidates moved through the process, many realized they didn’t want the position. The cost of processing these applicants was high, as was new hire turnover once candidates started in the role.

By making the job posting more transparent about the challenges, applications decreased by 11 percent, despite a 10 percent increase in the salary for the position. The client saved 305 hours of hiring manager time over a three month period, made the same number of hires as before, spent less on candidate attraction, held fewer phone and face-to-face interviews and new hire turnover in the role dropped significantly.

2. Is your job title optimized for your audience?

Often, job titles at individual organizations are informed by organizational culture and tradition. These can lead to titles that haven’t changed in years or new and creative titles, like “digital prophet” or “crayon evangelist.” While these titles may function well inside an organization, they can’t attract candidates who search online for positions like “business analyst” or “design director” because those candidates will never find the positions.

Regardless of the job title you use internally, the job title you use in a posting should be informed by data. Tools like Google Trends and Google Keyword Planner can help develop SEO-friendly job titles that will help put your position at the top of search results. Popular job boards also provide click data, and you can perform A/B testing with your recruiting team to determine which job titles bring in the best candidates fastest.

One client was struggling to hire for a position they called “help desk advisor,” although the position was customer service related. Data showed that more people in the client’s location searched for jobs like “customer service representative.”

By changing the job title in the external job posting, the client received the same number of applications in two weeks that it normally received in six to eight weeks. Because of this, the time-to-offer and time-to-fill both decreased, and the client spent less on attracting candidates.

3. Is the most important information in your job posting laid out in the best way for readers?

If your marketing and optimization efforts are successful at bringing job seekers to your posting, you also need to make sure they get the information they need to decide if the position is the right fit and they want to take the step to apply. According to research by The Ladders, job seekers spend an average of 49.7 seconds deciding that a job isn’t right for them and 76.7 seconds deciding that it is a good fit. This only provides a short window of time to provide the information you want them to see.

By developing a strong employer brand, marketing the position properly and optimizing your job title, you will be able to provide the type of information the candidate needs to see to decide if your role is the right fit. Your challenge is to make sure they can digest it in less than one minute. The Ladders’ study used eye-tracking software to determine that most job seekers follow an “F” shape as they scan job postings.

This means, as you write up and lay out a job posting, you need to put the most important information in the first places a candidate will look. Using headings can also help candidates identify key criteria.

4. Are you using job boards effectively?

For our UK client base, we are already seeing a decreased return on investment from job boards which has decreased our own spending. To ensure you are spending effectively on job boards, you need to constantly evaluate which boards perform better.

To do this, you need to find out which job boards send an appropriate number of the right candidates. Some boards may send a lot of candidates but very few are qualified. Others may send fewer and fewer candidates altogether. By monitoring this data, you can invest your budget into the right job boards to attract the right candidates.

More benefits of data driven methods:
Increased candidate quality and decreased turnover because you are attracting candidates who are enthusiastic about the position and your organization and who understand the responsibilities and requirements of the role.
Decreased time-to-fill and cost-of-vacancy because candidates who aren’t a good fit self-select out of the process, so you don’t waste money evaluating the wrong people.
Increased ability to attract the candidates of the future because you’re speaking to them where they are and in ways they expect as they search for new positions.

RETHINKING CANDIDATE GENERATION STRATEGIES

Key Takeaways

  • Rather than attracting as many applicants as possible, employers should focus on decreasing the number of unqualified or uninterested applicants while increasing the number of strong applicants.
  • Employers should use a data-informed process to guide their candidate attraction strategies.
  • Employers should consistently evaluate their use of job boards to match the quickly changing job board landscape.

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