Everywhere we look our world is measured by the data that follows our wake as we surf through the digital world. This world has certainly impacted Talent Acquisition (TA). In fact, TA was one of the first industries to jump into the digital space replacing newspaper ads and help wanted signs with postings on job websites. This led to measuring how these efforts were working, and since then we’ve evolved, using metrics for all sorts of recruiting activities.
No question that taking an analytical approach to the process of hiring will yield benefits. There are several types of TA activity that are cut and dry, with little ambiguity as to the efforts being measured, such as “submitted candidate to hire ratios” and the like. The hardest to measure are areas where subjective human decisions are evaluated, like quality of hiring or candidate experience.
Some will contend that you can simplify these complex issues by choosing a path and sticking to it. Over time via repetition a clear picture will emerge, like reviewing employee terminations to determine quality of hire, or relying on Glassdoor ratings to determine the quality of candidate’s experience. Neither are very satisfying or paint a full picture, but at least one can point to something concrete.
The Amazonian Impact on TA
When it comes to candidate experience, the very name itself dictates a very personalized activity. Experience is all about how someone feels, and there is little concrete about feelings. Fortunately, there are other examples of trying measure the quality of an experience and it comes in the form of reviews.
The giant retailer Amazon tapped into the impact reviews can have. They qualified how reviews were rated and they included ratings for each reviewer as well. This made it easy to judge how a product was rated and the quality of those reviewing. TA can learn from this process in rating the experience of an applicant in the hiring process.
There was one other result from Amazon’s review system; consumers liked sharing their experiences. They also liked to provide their review and rating compared to others. Much like sharing experiences on Instagram and Facebook, they feel compelled to make their voices heard especially if they are asked to share it.
TA Measuring Candidate Experience
There is no better arena to ask for a review or a rating than how someone perceives their experience as an applicant. The difference is that this information is not shared publicly but used instead to measure the Applicant Journey and its effectiveness.
Three steps to measuring Candidate Experience
- To make this work well, companies need to ask applicants for their input and they need to share with them the results of their feedback in the form of how it compares to others. This feedback loop is critical because “career consumers” are no different than regular consumers and provide their voice in order to see how it stacks up with others.
- The second important area is to ask applicants to rate their experience at every key point in the hiring journey. Asking for a rating at the end of the recruiting process only measures the few that made it to the end and is a poor reflection of the process as a whole. By asking applicants to rate candidate experience after:
- They complete the application
- They’re screened and/or dispositioned (at resume review, video interview or recruiter/sourcer phone screen)
- The onsite interview
- An offer is accepted
- Make the rating simple and easy. Using a Net Promoter Score is a simple means to extract whether the activity is successful (other surveys will work too). If someone willingly recommends or promotes to others that being a candidate with your company is a rewarding experience, this is a win. I would augment the “would you recommend us to a friend” aspect of NPS with a request for a 300-character limited comment too. This will allow applicants to provide a means of explaining why they would or wouldn’t promote you.
This provides a clear picture of how all applicants review their experience equally. It also allows for a thorough measurement of the effectiveness of each step in the process.
When it comes to measuring effectiveness, the “ask” is all about communication expertise. There are solutions available to TA leaders for automated applicant surveys. If you were to take on the process as described above, you would be adding another task to your TA staff. There are programs that will integrate with your ATS allowing for a survey to be sent automatically every time a recruiter moves an applicant to a key survey step. Once set in motion, all that is needed is to review the results and adjust your process as needed.
Implementing an Applicant Communication program that keeps your applicants engaged at every step of the Applicant Journey will dramatically improve the quality of your new hires. Part of the communication provided is surveying applicants at a few steps along the way to measure the effectiveness of the program. At ConveyIQ, we deliver email and texts to applicants that are customized and automated, so your staff can concentrate on what’s most important, converting applicants into great hew hires.