Focusing On The #RetailCandidateExperience
LinkedIn just recently released it’s “Global Talent Trends 2015” report. It shared some very interesting information about active job seekers and the passive candidate pool in various countries. It is an exceedingly worthwhile read for anyone who sources, recruits, hires, or interacts with candidates in any capacity.
Candidate Experience is something that is not discussed with any frequency, especially as it relates to the field teams in retail. But it is the first exposure to company culture that candidates will have and it is frequently different than the experience that the candidate has as a customer of your brand.
Some the most important points of this report I found to be:
Understanding the position responsibilities, opportunities specific to this opening, and team dynamic you are looking find a fit for – have a list of competencies needed in the ideal candidate. Using these five to eight top competencies, ask your peer group, network, team members who they know who, likely, possess those qualities. Employee referrals are the #1 source of quality candidates.
If you are posting to a job board make sure you create a dynamic job description that stands out and conveys the following:
The Candidate Experience starts from the first communication received. Every conversation, email, video interview, in-person interview should give the candidate an idea of the company culture and brand identity. As much as you hope the candidate will be a fit for the job – they, too, want to be a fit for the culture and the role. Be authentic. Be transparent. Be human.
The interviews should clearly convey the details of the role and seek to ensure there is alignment and compatibility with the candidates qualifications.* You should explain to the candidate the development they can expect to receive and their expected contribution, both quantifiable and to the workplace culture.
Candidates want to speak directly with the person(s) they will be working for and the people/departments they will be working with. Candidates expect answers to their questions so the person(s) they will be working directly with and for should be accessible and a presence during all stages of the interview process.
Other important factors to consider:
For the candidate selected for the role – the experience they had during the interviewing process should match their onboarding experience and day-to-day work environment. According to the Aberdeen Group “90% of employees make their decision to stay at a company within the first six months”. You cannot leave anything to chance. If there is a disconnect between their Candidate Experience and their new hire experience – that is a very risky prospect as far as a retention outlook.
Finally – do follow up with your other candidates that were not job offered. Let them know you appreciated their investment of time and their availability. If they are viable future candidates and they are open to feedback – share your thoughts with them on where they stood out as really qualified and also on areas of development. Don’t just disappear on them – they deserve closure to the process and a sincere thank you for their participation. Leaving candidates in limbo will, likely, result in a negative Candidate Experience and in a lost customer and tarnished reputation to anyone they share their experience with. Not to mention, you’ve permanently lost a potential future candidate.
For additional information please visit my post on Hiring For Job Fit and Culture Fit.