Powerboost2010 crispincandexp
Download as ppt, pdf2 likes1,294 views
The document discusses strategies for improving the candidate experience during the recruitment process. It emphasizes the importance of customizing communication based on the target audience, integrating different communication platforms, bringing recruiters "out of the dark" by giving them more information, demonstrating urgency to candidates, anticipating and answering candidates' questions, detailing community involvement, offering alternatives to just applying for a job, respecting candidates by acknowledging their interest and providing feedback and next steps, and allowing candidates to communicate and check their application status. The goal is to engage candidates rather than enrage them through a positive experience.
1 of 58
Downloaded 28 times
![James Knee Cricket Woodstown, NJ 08098 732-821-6652 [email_address]](https://image.slidesharecdn.com/powerboost2010crispincandexp-100826192349-phpapp01/85/Powerboost2010-crispincandexp-15-320.jpg)
![You Offered Me Evidence That You Respect Me As An Individual. I Discovered People Like Me Who Are Valued Members of Your Company. I Found a Reason Why I Would Come and Stay [and work my butt off]. You Offered Me Evidence That You Are Telling the Truth. Target/Welcome Engage/Relate Inform/Confirm Respect](https://image.slidesharecdn.com/powerboost2010crispincandexp-100826192349-phpapp01/85/Powerboost2010-crispincandexp-19-320.jpg)
![Anticipate Candidate Questions and Answer Them How frequently does this position come open? How many people typically apply for this position? Where are successful candidates sourced from? What is the profile of the last person to compete successfully for this position? How long until it typically is filled? What happened to the previous incumbent? What [range] are you willing to pay? What does the Career Map of someone in this position look like?](https://image.slidesharecdn.com/powerboost2010crispincandexp-100826192349-phpapp01/85/Powerboost2010-crispincandexp-42-320.jpg)
![Good Hunting! Explore our Website ; Register for our Newsletter ; Follow us on Twitter ; Read our Blog ; Link to us on Linkedin Gerry Crispin, sphr Co-Founder. Principal & Chief Navigator CareerXroads www. CareerXroads.com, [email_address] 732-821-6652 www.linkedin.com/in/gerrycrispin THINK](https://image.slidesharecdn.com/powerboost2010crispincandexp-100826192349-phpapp01/85/Powerboost2010-crispincandexp-58-320.jpg)
Ad
Recommended
Powerboost2010-Crispin-Candidate Experience
Powerboost2010-Crispin-Candidate ExperienceCareerXroads
油
The document discusses strategies for improving the candidate experience during the recruitment process. It emphasizes the importance of customizing communication based on the target audience, integrating different communication platforms, bringing recruiters "out of the dark" by informing them, anticipating candidate questions, demonstrating a sense of urgency, detailing community involvement, offering alternatives to applying, and respecting candidates by acknowledging their interest and providing feedback.'Best' Recruiters Impact Candidate Experience
'Best' Recruiters Impact Candidate ExperienceCareerXroads
油
This document discusses improving the candidate experience. It emphasizes that candidates experience should be defined by candidates, not by how recruiters design the process. It provides tips for recruiters to better welcome, engage, inform, and respect candidates. This includes customizing communication to candidate preferences, answering questions proactively, offering ways to stay engaged, acknowledging interest, and providing feedback. The document advocates surveying candidates for feedback to evaluate and enhance the candidate experience.CareerXroads Sources of Hire [2010]
CareerXroads Sources of Hire [2010]CareerXroads
油
The document summarizes the key findings from CareerXroads' 9th Annual Source of Hire Study. It finds that in 2009, referrals were the top source of hire at 26.7%, followed by job boards at 13.2% and career fairs at 6.9%. It also notes that sources of hire have shifted significantly over time, with newspapers previously being the top source. The document recommends improving data collection methods and obtaining a more holistic view of hiring channels to better understand sources of hire.Engage Them or Enrage Them: A Closer Look at the Candidate Experience in 201...
Engage Them or Enrage Them: A Closer Look at the Candidate Experience in 201...RecruitDC
油
The document discusses improving the candidate experience in the recruiting process. It suggests that recruiters should customize their recruiting websites and communications for different target audiences like veterans. Recruiters should also anticipate candidates' questions, respect all candidates, and provide transparency around the hiring process and job roles to engage candidates and improve their experience.Candidate Experience: 6 Lessons Learned
Candidate Experience: 6 Lessons LearnedCareerXroads
油
The document discusses improving the candidate experience for job applicants. It notes that few employers understand what the candidate experience entails from the applicant's perspective or properly measure it. The presentation outlines lessons learned for employers, including understanding an applicant's value, seeing the process from their viewpoint, listening to feedback, clear communication, honesty, and following through on promises made. Data shows candidates are less likely to refer or continue being customers of companies with poor candidate experiences. The goal is for employers to gain insights to enhance how they interact with and treat all applicants.Trends2
Trends2CareerXroads
油
The document discusses trends in recruiting and the candidate experience. It notes the rise of social media, mobile devices, and audio/visual content. It emphasizes the importance of understanding relationships and influencing factors for candidates. It also stresses acknowledging candidate interest, providing feedback, and respecting privacy to improve the candidate experience.Passive Candidate Engagement - A Playbook
Passive Candidate Engagement - A PlaybookDon Munro
油
This document provides guidance on engaging with passive job candidates, who are currently employed but open to new opportunities, in order to build a talent pipeline. It recommends finding passive candidates through social media, referrals, references, and applicants who previously expressed interest. The document encourages maintaining ongoing relationships through brand awareness and engagement activities. The goal is to have qualified candidates ready when job openings arise that may be a good fit.Jeremy Roberts - How to Survive the Machine Learning and Artificial Intellige...
Jeremy Roberts - How to Survive the Machine Learning and Artificial Intellige...Jeremy Roberts
油
The document discusses the impact of machine learning and artificial intelligence on recruiting, emphasizing that these technologies enhance rather than replace the role of recruiters by allowing them to focus more on candidate management and interpersonal relationships. It outlines essential skills for recruiters, including mastery of technological tools and effective candidate screening processes, while advocating for a balanced approach between human intuition and machine efficiency. Additionally, the piece highlights the importance of establishing credibility during intake meetings and maintaining strong communication with both candidates and hiring managers to ensure successful recruitment outcomes.State of Sourcing - 2014 - Denver
State of Sourcing - 2014 - DenverJeremy Roberts
油
This document summarizes the key findings from the 2014 State of Sourcing report. It finds that:
1) Sourcing and recruiting teams are growing larger, with 52% reporting team growth and only 13% reporting smaller teams.
2) The problems sourcing teams face have evolved from a lack of candidates to difficulties finding qualified, interested, and available candidates, requiring sourcers to take on more data analysis and candidate engagement roles.
3) LinkedIn and Twitter are the most commonly used tools by sourcers, used by 89% and 24% respectively, while sourcers and recruiters are experiencing the most success on LinkedIn, Twitter, and Facebook.Candidate Experience Awards by Gerry Crispin
Candidate Experience Awards by Gerry CrispinRecruitDC
油
The document discusses the evolution of the candidate experience and highlights key insights from the 2011 Candidate Experience Awards. It emphasizes the importance of effective communication and treating candidates well, advocating for transparency and timely feedback throughout the recruiting process. Additionally, it suggests utilizing technology and social relationships to enhance future recruiting efforts.Confidence Matters: Do Workers Have What it Takes When it Comes to Jobs and M...
Confidence Matters: Do Workers Have What it Takes When it Comes to Jobs and M...Robert Half
油
The document discusses a survey of over 1,000 US workers about their confidence levels regarding various work-related tasks and salary negotiations. Some key findings:
- While most workers think they deserve a raise and over half plan to ask for one, many would prefer other tasks like dental work or finding a new job over negotiating a higher salary.
- Confidence levels vary between age groups, genders, regions, and experience levels. Younger male workers in the West are most likely to negotiate salary and ask for raises.
- Most common reasons for wanting a raise are that salary hasn't kept up with increased duties or doesn't align with market rates, but workers have different plans for using extra income like savingsState of sourcing 2015
State of sourcing 2015Jeremy Roberts
油
The document summarizes the results of a 2015 survey on the state of sourcing. It finds that over half of respondents were from corporate recruiting, while the rest were from third party recruiting firms. Most respondents were individual contributors. The lines between sourcers and recruiters are blurring. Engagement remains a challenge. Sourcers prioritize LinkedIn, personal networks, and applicant tracking systems over other tools. Requisition loads vary significantly depending on factors like company size and position type. Talent acquisition leaders want sourcers focused on placements, qualified candidates, and screening activities. The skills needed for future success include relationship building and an ability to leverage new technologies.LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...
LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...LinkedIn Talent Solutions
油
The document discusses the preferences of millennial employees regarding job retention and growth, highlighting that 50% would change jobs for a 20% raise. A significant factor for millennials is a sense of purpose, with 6 out of 10 indicating this as a reason for their current employment. Additionally, 71% of millennials who understand their company's mission are likely to stay for over a year.Diversity sourcing hour all presenters
Diversity sourcing hour all presentersTalent42
油
Diversity sourcing experts presented strategies for improving diversity recruiting efforts. They recommended (1) establishing clear diversity goals and metrics, (2) casting a wide net by leveraging diverse organizations, events, and associations, and (3) using natural language and image searches that incorporate terms like "she", "her", and popular female names to find more female candidates. Conducting searches on platforms like Google, LinkedIn, and custom search engines while filtering for factors like location, job titles, and school affiliations can help recruiters expand and diversify candidate pools.Selecting Superior Performers
Selecting Superior PerformersJohn D. Davis - President - High Gear
油
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.Computational advertising in Social Networks
Computational advertising in Social NetworksAnmol Bhasin
油
This document discusses computational advertising in social networks. It notes that two new technological disciplines, computational advertising and social networks, are converging to transform how marketers reach consumers. The author argues that practitioners in these fields should develop innovative products and sophisticated algorithms to define the future of this new digitally social era.Software Advice IndustryView: Manager Misconduct Complaint Report
Software Advice IndustryView: Manager Misconduct Complaint ReportSoftware Advice
油
A survey of nearly 400 employees reveals discomfort in reporting managerial misconduct, with only 32% feeling 'very comfortable' filing a complaint. The primary reasons for hesitation include fear of retaliation, and a significant number of respondents were unsure about proper complaint channels. Furthermore, 75% indicated that comfort with the complaint process is crucial for their job satisfaction.2012 referrals-career xroads mini-survey
2012 referrals-career xroads mini-surveyCareerXroads
油
The document discusses the results of a survey conducted by CareerXroads on employee referral practices. Key findings from the survey include:
- Most companies (over 70%) offer financial incentives for employee referrals, with referral bonuses ranging from $500 to $5000.
- Referrals make up a significant portion (11-35% on average) of total hires for most companies surveyed.
- Tools for managing referrals include applicant tracking systems, employee portals, and social media applications. Most companies have an online process for submitting and tracking referrals.2013 soh-perception is reality
2013 soh-perception is realityCareerXroads
油
The document discusses sources of hire for filling jobs from 1997 to present day. It shows that in 1997, newspaper ads and employee referrals were the top sources of hire, but that sources have shifted significantly over time with the rise of the internet. The document provides data from surveys of over 200 staffing companies on sources of external hires from 2012-2013, showing that employee referrals, career websites, and job boards are now the predominant sources of external hires. It also discusses trends in other hiring areas like use of social media, contractors, and outsourcing of recruitment processes.2013 Candidate Experience - Lessons Learned
2013 Candidate Experience - Lessons LearnedCareerXroads
油
The document discusses the candidate experience in recruitment, outlining the importance of clear definitions and understanding candidates' perspectives. It presents six key lessons for improving the hiring process, which include valuing candidates, aligning communication, and following through on promises made during recruitment. The effectiveness of these strategies is linked to better company performance and candidate satisfaction.2012 trends infosys
2012 trends infosysCareerXroads
油
The document provides information on candidate experience and trends in 2012. It includes details on sources of hire from 1997 to 2011, the impact of social media, how candidates and recruiters use mobile phones, and definitions of what constitutes a candidate. Graphics show percentages related to sources of hire and recruiting metrics over time. The bottom line is that engagement leads to performance and engagement should be a priority.2014 Candidate Experience Deck for SHRM Annual Conference
2014 Candidate Experience Deck for SHRM Annual ConferenceCareerXroads
油
The document presents an overview of candidate experience based on data from the Talent Board, detailing the journey candidates go through during the hiring process and the importance of their expectations. Key findings indicate a lack of awareness regarding employer branding and recruitment practices among candidates, alongside measurable impacts on their future engagement as applicants or customers. The presentation emphasizes the need for organizations to improve transparency and communication to enhance candidate experience and outcomes.Audio feedback in quiz activity for number skills development (updated June-2...
Audio feedback in quiz activity for number skills development (updated June-2...I Nix
油
The document discusses innovations in assessment methods for the HSC K101 course, focusing on developing numerical skills through quizzes and audiovisual feedback. It outlines the use of a gradebook system for tracking student engagement and performance, providing insights for both students and tutors. Additionally, the document includes resources for further learning about e-assessment and contacts for inquiries.Derechos De Autorkaren andrea aroca
油
El documento habla sobre los derechos de autor y las diferentes formas en que se debe respetar y proteger las obras creadas por los autores, como libros, m炭sica, pel鱈culas y m叩s. Explica que se debe obtener permiso del autor para reproducir, comunicar p炭blicamente o modificar su obra. Tambi辿n cubre el derecho de un autor a distribuir y recibir ganancias de la venta o alquiler de su creaci坦n.2015 cande crispin
2015 cande crispinCareerXroads
油
This document discusses various companies' approaches to measuring and improving the candidate experience. It provides examples of how companies such as Capital One, Deloitte, Intel, and Hyatt gather feedback from candidates and use metrics and analytics to enhance the application and interview process, rejection handling, and overall candidate experience. The goal is to improve referral rates, reapplication rates, and the likelihood that candidates will share their experience with others. Improving the candidate experience can have significant business benefits for companies that hire large numbers of applicants each year.2012 candidate rules[pdf]
2012 candidate rules[pdf]CareerXroads
油
The document outlines six candidate rules for 2012:
1. Understand how the candidate experience impacts business metrics
2. Gain insight into the candidate experience by participating in the recruiting process
3. Solicit feedback from candidates throughout the recruiting process
4. Ensure candidates can easily access necessary information using multiple channels
5. Provide honest answers to candidates' questions
6. Follow through on commitments and promises made to candidates2013 mobile recruiting taking stock
2013 mobile recruiting taking stockCareerXroads
油
In 2013, research on mobile recruiting revealed that while 19.3% of Fortune 500 companies had mobile-optimized career pages, only 10% allowed applications via mobile devices. Many firms reported low mobile traffic to career sites, with only 5% attributing a significant percentage of hires to mobile recruiting. The study indicates that while mobile practices are emerging, substantial gaps remain in their implementation and effectiveness in recruitment processes.Derechos De Autorkaren andrea aroca
油
El documento habla sobre los derechos de autor y las diferentes formas en que se debe respetar y proteger las obras creadas por los autores, como libros, m炭sica, pel鱈culas y m叩s. Explica que se debe obtener permiso del autor para reproducir, comunicar p炭blicamente o modificar su obra. Tambi辿n cubre el derecho de un autor a distribuir y recibir ganancias de la venta o alquiler de su creaci坦n.CareerXroads Survey - Evolving Referral Practices
CareerXroads Survey - Evolving Referral PracticesCareerXroads
油
The document discusses a webinar held on October 9, 2015, focusing on employee referral programs (ERPs) and their implementation across various companies. It includes statistics on referral processes, employee engagement, bonus structures, and the effectiveness of referral sources, indicating both the challenges and opportunities in improving ERPs. Key insights reveal varying bonus structures, candidate experiences with referrals, and the need for better promotion of referral programs to employees.CareerXroads 2016 Employee Referrals Review
CareerXroads 2016 Employee Referrals ReviewCareerXroads
油
The document discusses the findings from a 2016 referral review by CareerXroads, outlining statistics on employee referral processes across various industries. Key data includes the percentage of companies using referral programs, their effectiveness, and the satisfaction with current applicant tracking systems (ATS). It also details candidate experiences, referral bonuses, and the overall goals for improving referral programs in the future.More Related Content
What's hot (9)
State of Sourcing - 2014 - Denver
State of Sourcing - 2014 - DenverJeremy Roberts
油
This document summarizes the key findings from the 2014 State of Sourcing report. It finds that:
1) Sourcing and recruiting teams are growing larger, with 52% reporting team growth and only 13% reporting smaller teams.
2) The problems sourcing teams face have evolved from a lack of candidates to difficulties finding qualified, interested, and available candidates, requiring sourcers to take on more data analysis and candidate engagement roles.
3) LinkedIn and Twitter are the most commonly used tools by sourcers, used by 89% and 24% respectively, while sourcers and recruiters are experiencing the most success on LinkedIn, Twitter, and Facebook.Candidate Experience Awards by Gerry Crispin
Candidate Experience Awards by Gerry CrispinRecruitDC
油
The document discusses the evolution of the candidate experience and highlights key insights from the 2011 Candidate Experience Awards. It emphasizes the importance of effective communication and treating candidates well, advocating for transparency and timely feedback throughout the recruiting process. Additionally, it suggests utilizing technology and social relationships to enhance future recruiting efforts.Confidence Matters: Do Workers Have What it Takes When it Comes to Jobs and M...
Confidence Matters: Do Workers Have What it Takes When it Comes to Jobs and M...Robert Half
油
The document discusses a survey of over 1,000 US workers about their confidence levels regarding various work-related tasks and salary negotiations. Some key findings:
- While most workers think they deserve a raise and over half plan to ask for one, many would prefer other tasks like dental work or finding a new job over negotiating a higher salary.
- Confidence levels vary between age groups, genders, regions, and experience levels. Younger male workers in the West are most likely to negotiate salary and ask for raises.
- Most common reasons for wanting a raise are that salary hasn't kept up with increased duties or doesn't align with market rates, but workers have different plans for using extra income like savingsState of sourcing 2015
State of sourcing 2015Jeremy Roberts
油
The document summarizes the results of a 2015 survey on the state of sourcing. It finds that over half of respondents were from corporate recruiting, while the rest were from third party recruiting firms. Most respondents were individual contributors. The lines between sourcers and recruiters are blurring. Engagement remains a challenge. Sourcers prioritize LinkedIn, personal networks, and applicant tracking systems over other tools. Requisition loads vary significantly depending on factors like company size and position type. Talent acquisition leaders want sourcers focused on placements, qualified candidates, and screening activities. The skills needed for future success include relationship building and an ability to leverage new technologies.LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...
LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...LinkedIn Talent Solutions
油
The document discusses the preferences of millennial employees regarding job retention and growth, highlighting that 50% would change jobs for a 20% raise. A significant factor for millennials is a sense of purpose, with 6 out of 10 indicating this as a reason for their current employment. Additionally, 71% of millennials who understand their company's mission are likely to stay for over a year.Diversity sourcing hour all presenters
Diversity sourcing hour all presentersTalent42
油
Diversity sourcing experts presented strategies for improving diversity recruiting efforts. They recommended (1) establishing clear diversity goals and metrics, (2) casting a wide net by leveraging diverse organizations, events, and associations, and (3) using natural language and image searches that incorporate terms like "she", "her", and popular female names to find more female candidates. Conducting searches on platforms like Google, LinkedIn, and custom search engines while filtering for factors like location, job titles, and school affiliations can help recruiters expand and diversify candidate pools.Selecting Superior Performers
Selecting Superior PerformersJohn D. Davis - President - High Gear
油
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.Computational advertising in Social Networks
Computational advertising in Social NetworksAnmol Bhasin
油
This document discusses computational advertising in social networks. It notes that two new technological disciplines, computational advertising and social networks, are converging to transform how marketers reach consumers. The author argues that practitioners in these fields should develop innovative products and sophisticated algorithms to define the future of this new digitally social era.Software Advice IndustryView: Manager Misconduct Complaint Report
Software Advice IndustryView: Manager Misconduct Complaint ReportSoftware Advice
油
A survey of nearly 400 employees reveals discomfort in reporting managerial misconduct, with only 32% feeling 'very comfortable' filing a complaint. The primary reasons for hesitation include fear of retaliation, and a significant number of respondents were unsure about proper complaint channels. Furthermore, 75% indicated that comfort with the complaint process is crucial for their job satisfaction.LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...
LinkedIn Learning course: How to hire, retain, & grow top millennial talent |...LinkedIn Talent Solutions
油
Viewers also liked (14)
2012 referrals-career xroads mini-survey
2012 referrals-career xroads mini-surveyCareerXroads
油
The document discusses the results of a survey conducted by CareerXroads on employee referral practices. Key findings from the survey include:
- Most companies (over 70%) offer financial incentives for employee referrals, with referral bonuses ranging from $500 to $5000.
- Referrals make up a significant portion (11-35% on average) of total hires for most companies surveyed.
- Tools for managing referrals include applicant tracking systems, employee portals, and social media applications. Most companies have an online process for submitting and tracking referrals.2013 soh-perception is reality
2013 soh-perception is realityCareerXroads
油
The document discusses sources of hire for filling jobs from 1997 to present day. It shows that in 1997, newspaper ads and employee referrals were the top sources of hire, but that sources have shifted significantly over time with the rise of the internet. The document provides data from surveys of over 200 staffing companies on sources of external hires from 2012-2013, showing that employee referrals, career websites, and job boards are now the predominant sources of external hires. It also discusses trends in other hiring areas like use of social media, contractors, and outsourcing of recruitment processes.2013 Candidate Experience - Lessons Learned
2013 Candidate Experience - Lessons LearnedCareerXroads
油
The document discusses the candidate experience in recruitment, outlining the importance of clear definitions and understanding candidates' perspectives. It presents six key lessons for improving the hiring process, which include valuing candidates, aligning communication, and following through on promises made during recruitment. The effectiveness of these strategies is linked to better company performance and candidate satisfaction.2012 trends infosys
2012 trends infosysCareerXroads
油
The document provides information on candidate experience and trends in 2012. It includes details on sources of hire from 1997 to 2011, the impact of social media, how candidates and recruiters use mobile phones, and definitions of what constitutes a candidate. Graphics show percentages related to sources of hire and recruiting metrics over time. The bottom line is that engagement leads to performance and engagement should be a priority.2014 Candidate Experience Deck for SHRM Annual Conference
2014 Candidate Experience Deck for SHRM Annual ConferenceCareerXroads
油
The document presents an overview of candidate experience based on data from the Talent Board, detailing the journey candidates go through during the hiring process and the importance of their expectations. Key findings indicate a lack of awareness regarding employer branding and recruitment practices among candidates, alongside measurable impacts on their future engagement as applicants or customers. The presentation emphasizes the need for organizations to improve transparency and communication to enhance candidate experience and outcomes.Audio feedback in quiz activity for number skills development (updated June-2...
Audio feedback in quiz activity for number skills development (updated June-2...I Nix
油
The document discusses innovations in assessment methods for the HSC K101 course, focusing on developing numerical skills through quizzes and audiovisual feedback. It outlines the use of a gradebook system for tracking student engagement and performance, providing insights for both students and tutors. Additionally, the document includes resources for further learning about e-assessment and contacts for inquiries.Derechos De Autorkaren andrea aroca
油
El documento habla sobre los derechos de autor y las diferentes formas en que se debe respetar y proteger las obras creadas por los autores, como libros, m炭sica, pel鱈culas y m叩s. Explica que se debe obtener permiso del autor para reproducir, comunicar p炭blicamente o modificar su obra. Tambi辿n cubre el derecho de un autor a distribuir y recibir ganancias de la venta o alquiler de su creaci坦n.2015 cande crispin
2015 cande crispinCareerXroads
油
This document discusses various companies' approaches to measuring and improving the candidate experience. It provides examples of how companies such as Capital One, Deloitte, Intel, and Hyatt gather feedback from candidates and use metrics and analytics to enhance the application and interview process, rejection handling, and overall candidate experience. The goal is to improve referral rates, reapplication rates, and the likelihood that candidates will share their experience with others. Improving the candidate experience can have significant business benefits for companies that hire large numbers of applicants each year.2012 candidate rules[pdf]
2012 candidate rules[pdf]CareerXroads
油
The document outlines six candidate rules for 2012:
1. Understand how the candidate experience impacts business metrics
2. Gain insight into the candidate experience by participating in the recruiting process
3. Solicit feedback from candidates throughout the recruiting process
4. Ensure candidates can easily access necessary information using multiple channels
5. Provide honest answers to candidates' questions
6. Follow through on commitments and promises made to candidates2013 mobile recruiting taking stock
2013 mobile recruiting taking stockCareerXroads
油
In 2013, research on mobile recruiting revealed that while 19.3% of Fortune 500 companies had mobile-optimized career pages, only 10% allowed applications via mobile devices. Many firms reported low mobile traffic to career sites, with only 5% attributing a significant percentage of hires to mobile recruiting. The study indicates that while mobile practices are emerging, substantial gaps remain in their implementation and effectiveness in recruitment processes.Derechos De Autorkaren andrea aroca
油
El documento habla sobre los derechos de autor y las diferentes formas en que se debe respetar y proteger las obras creadas por los autores, como libros, m炭sica, pel鱈culas y m叩s. Explica que se debe obtener permiso del autor para reproducir, comunicar p炭blicamente o modificar su obra. Tambi辿n cubre el derecho de un autor a distribuir y recibir ganancias de la venta o alquiler de su creaci坦n.CareerXroads Survey - Evolving Referral Practices
CareerXroads Survey - Evolving Referral PracticesCareerXroads
油
The document discusses a webinar held on October 9, 2015, focusing on employee referral programs (ERPs) and their implementation across various companies. It includes statistics on referral processes, employee engagement, bonus structures, and the effectiveness of referral sources, indicating both the challenges and opportunities in improving ERPs. Key insights reveal varying bonus structures, candidate experiences with referrals, and the need for better promotion of referral programs to employees.CareerXroads 2016 Employee Referrals Review
CareerXroads 2016 Employee Referrals ReviewCareerXroads
油
The document discusses the findings from a 2016 referral review by CareerXroads, outlining statistics on employee referral processes across various industries. Key data includes the percentage of companies using referral programs, their effectiveness, and the satisfaction with current applicant tracking systems (ATS). It also details candidate experiences, referral bonuses, and the overall goals for improving referral programs in the future.Ad
Similar to Powerboost2010 crispincandexp (20)
Gerry Crispin - Employer Branding & Culture Fit
Gerry Crispin - Employer Branding & Culture FitLooksharp
油
This document discusses the importance of candidate experience and provides strategies for improving it. It notes that 80% of a candidate's experience is driven by 5 practices: being accountable, fair, providing closure, managing expectations, and listening. It also warns of 3 "friends" that can negatively impact experience: going it alone, saying no too often, and over-relying on technology. The document advocates measuring candidate feedback and aligning recruiter performance to experience. It provides examples of companies that have improved experience through status updates, interview training, and applying customer service best practices.Gerry Crispin Shares the Candidate Experience Awards at the Best Recruiter Ce...
Gerry Crispin Shares the Candidate Experience Awards at the Best Recruiter Ce...ClearedJobs.Net
油
The document outlines key lessons for enhancing candidate experience during the recruitment process, emphasizing the importance of understanding candidate value, effective communication, and delivering on promises. It highlights insights from surveys on candidate feedback and employer practices, revealing gaps in how companies engage with applicants. The findings stress the need for employers to improve their hiring processes and the overall candidate journey to positively influence company performance.How to Recruit & Hire in 2017
How to Recruit & Hire in 2017Yolanda Enoch
油
The document outlines seven best practices for recruiting and hiring: (1) showcase your company culture on your careers page, (2) thoroughly research the job role by interviewing current employees, (3) build your professional network by attending events, (4) attract candidates through compelling job postings on various sites, (5) give candidates opportunities to shine in the interview process, (6) evaluate candidates objectively using a scorecard, and (7) improve the candidate experience through feedback surveys. The goal is to find the right talent and make hiring decisions within seven days through an efficient yet caring process.Managing the Candidate Experience
Managing the Candidate Experience Ongig
油
The document discusses managing the candidate experience through the five stages of the hiring process: discovery, research, decision, communication, and resolution. It provides recommendations for improving each stage, such as mystery shopping the hiring process and being aware of the first impressions candidates get. The tips include using social media to build your company story and value proposition, empowering employees as social influencers, and consistently measuring key metrics like response times and sources of applicants.ERE Conference 2016 - Scott Weaver
ERE Conference 2016 - Scott WeaverScott Weaver
油
The document discusses the evolution and importance of candidate experience within the hiring process, showcasing strategies to enhance recruitment efficiency and engagement. It emphasizes measuring recruitment outcomes, maintaining transparency, and creating a memorable and seamless candidate journey from application to onboarding. Furthermore, it outlines specific practices and improvements made by Cumming Corporation to optimize their recruitment strategy and internal branding efforts.5 Actions to Improve your Candidate Experience
5 Actions to Improve your Candidate Experience Mystery Applicant
油
The document discusses a webinar on improving candidate experience in recruitment, highlighting that 53% of candidates are influenced by their recruitment experience on their purchasing habits and 77% share their experiences with others. It emphasizes key actions for enhancing candidate experience, such as treating candidates as consumers, being present on mobile platforms, and measuring feedback to improve processes. The document also outlines important recruitment trends and stresses the significance of organizational branding and authentic storytelling to attract talent.Employer Recruiting Practices Survey Results
Employer Recruiting Practices Survey ResultsVantageAbroad
油
The document summarizes the results of a survey of employers about their recruiting preferences and best practices for job seekers. Some key findings include:
- Employers prefer resumes and cover letters be emailed as attachments.
- The most important things looked for in resumes are work/internship experience, major/degree, and qualifications/accomplishments.
- Common complaints about resumes include errors, lack of experience, and an unprofessional format.
- Relevant work experience and education are top factors influencing inviting a candidate for an interview.
- Personality, examples in answers, passion for the position, and attitude stand out most in interviews.
- Thank you notes are generally considered important, preferablyGerry Crispin - Candidate Rules 2012
Gerry Crispin - Candidate Rules 2012Morit Rozen
油
The document outlines essential rules for enhancing the candidate experience in recruitment, emphasizing the importance of understanding candidates' value, providing clear communication, and gathering feedback throughout the hiring process. Key points include the necessity of metrics to measure candidate experience and the impact of communication strategies on candidate engagement. The six rules presented are: know my value, walk in my shoes, hear me now, speak clearly, answer truthfully, and deliver what you promise.Recruitment Insights Presentation
Recruitment Insights Presentationemmy_rangel
油
This document discusses differences between active and passive candidates, best practices for recruiting passive candidates, and LinkedIn Recruitment Insights offerings. It notes that active candidates will apply to jobs directly, while passive candidates do not actively search but may still be interested in opportunities. It recommends understanding your target audience, positioning your company as an employer of choice, measuring results, and engaging top talent. It also describes LinkedIn tools like benchmark and campaign impact surveys that can provide insights into how candidates view a company and measure the effects of recruitment campaigns.Creating a Better Candidate Experience Through Technology - Christian De Pape
Creating a Better Candidate Experience Through Technology - Christian De PapeSocialHRCamp
油
The document discusses improving candidate experience through technology and effective communication. It emphasizes the importance of a positive candidate experience for both attracting talent and enhancing organizational reputation, proposing various simple, tech-driven tactics to enhance recruitment processes. Key recommendations include utilizing auto-replies for applications, creating welcoming interview environments, and gathering candidate feedback to continuously improve the hiring experience.Easy Tech-driven Tactics for a Better Candidate Experience
Easy Tech-driven Tactics for a Better Candidate ExperienceRecruiting Social
油
The document discusses improving candidate experiences through technology in the hiring process, emphasizing the importance of communication and personalization. It highlights that a positive candidate experience can lead to increased referrals and better overall hiring outcomes, while a negative experience can significantly deter potential applicants. The author provides practical, technology-driven tactics to enhance the candidate experience, stressing the need to show care and continuously improve the process.How to Win the Recruiting Battle
How to Win the Recruiting BattleBambooHR
油
The document discusses the evolving dynamics of recruitment, particularly in the context of candidate engagement and employer branding. It emphasizes the importance of understanding candidate personas, utilizing mobile technology, and adapting to the gig economy's rise. It also highlights strategies for attracting millennial talent through meaningful workplace culture and effective marketing techniques.Why Candidate Experience Will Make or Break More Than Just Hiring
Why Candidate Experience Will Make or Break More Than Just HiringMonster
油
The document discusses the critical importance of candidate experience in the hiring process, emphasizing how it impacts recruitment success and brand perception. It outlines various practices for improving candidate experience, such as listening to candidates, setting expectations, and accountability, while providing insights from industry leaders and survey data. Key statistics and case studies from companies like Progressive and Comcast highlight effective strategies for enhancing the overall experience of job applicants.Webinar - The Anatomy of a Great Candidate Experience
Webinar - The Anatomy of a Great Candidate ExperienceTalentView
油
The webinar discusses improving candidate experience as a critical component of recruitment strategy, impacting brand reputation and talent engagement. Key topics include effective hiring processes, employer branding, and modern job seeker expectations, particularly in a post-pandemic landscape emphasizing flexibility and remote work. Participants are encouraged to share insights on social media and contribute to ongoing talent landscape surveys.Feb 2014 meade_acap_newsletter
Feb 2014 meade_acap_newsletterACAP20755
油
This document provides information about upcoming events at the ACAP (Army Career and Alumni Program) center at Fort Meade, including workshops on topics like applying for federal jobs, dress for success, and starting a business franchise. It also lists regional job fairs happening in February and March. The document encourages writing a post-interview thank you letter to stand out from other candidates, and advises how to smartly answer why you want to leave your current job in an interview. Contact information is provided for the ACAP staff.Feb 2014 meade_acap_newsletter
Feb 2014 meade_acap_newsletterACAP20755
油
This document provides information about upcoming events at the ACAP (Army Career and Alumni Program) center at Fort Meade, including workshops on topics like applying for federal jobs, dress for success, and starting a business franchise. It also lists regional job fairs happening in February and March. The document encourages writing a post-interview thank you letter to stand out from other candidates, and advises how to smartly answer why you want to leave your current job in an interview. Contact information is provided for the ACAP staff.Recruitment Marketing 101
Recruitment Marketing 101Glassdoor
油
The document summarizes a presentation about recruitment marketing and promoting an employer brand. It provides tips for webinar attendees, introduces the featured speakers and discusses why recruiters should care about recruitment marketing. It outlines a 4-step recruitment marketing process of attracting job seekers, converting them to candidates, closing with candidates and delighting candidates. Key points include that 60% of recruiting happens before direct contact, the importance of employer brand, and best practices for content, job descriptions and improving candidate experience.Recruiter like Marketer: A/B Test Your Job Descriptions
Recruiter like Marketer: A/B Test Your Job DescriptionsGlassdoor
油
The document discusses recruitment marketing strategies to enhance employer branding and candidate engagement, emphasizing the need for businesses to actively manage their reputations online. It outlines a 4-step recruitment marketing process: attract, convert, close, and delight candidates, highlighting the importance of personal communication and an effective candidate experience. Additionally, it presents statistics on the impact of employer branding on recruitment success and the necessity of using data for continuous improvement.Recruitment Marketing 101: Thinking Like a Marketer to Promote Your Employer ...
Recruitment Marketing 101: Thinking Like a Marketer to Promote Your Employer ...RecruitingDaily.com LLC
油
The document discusses a recruitment marketing webinar aimed at improving employer branding through effective marketing strategies. It emphasizes the importance of a strong employer brand, providing statistics on candidate perceptions and outlining a four-step recruitment marketing process: attract, convert, close, and delight job seekers. Additionally, it offers best practices for enhancing candidate experience and leveraging social media for brand advocacy.MAHRA Presentation on Social Media
MAHRA Presentation on Social MediaJCSI
油
The document discusses the rapidly evolving landscape of recruitment in 2010, highlighting increased competition, high employee turnover, and the necessity for innovative staffing strategies. It emphasizes the importance of social media and personal communication tools in attracting and retaining talent, urging recruiters to break from traditional methods. Additionally, it outlines effective sourcing techniques and the potential for social platforms to amplify employer branding and candidate engagement.Recruitment Marketing 101: Thinking Like a Marketer to Promote Your Employer ...
Recruitment Marketing 101: Thinking Like a Marketer to Promote Your Employer ...RecruitingDaily.com LLC
油
Ad
Powerboost2010 crispincandexp
- 1. The Candidate Experience Engage Them or Enrage Them: Its Your Choice
- 3. Are ALL Candidates Equal?
- 4. Are ALL Candidates Equal?
- 5. 油
- 6. Are ALL Candidates Equal?
- 7. Are ALL Candidates Equal?
- 8. Two-and-a-half year paid training program
- 9. College 3 rd Party Military Non-US Intern Referral
- 10. 2007 2006 2005 2003 2004 2008 2009 36% 38% 32% 34% 28% 39% 51%
- 11. 油
- 12. Source: SHRM Staffing Research: The Employer Brand, April 2008 Core Values Excel Innovate Community
- 13. The meaning that attaches to the emotions and subsequent actions of your candidate. Exploring The Candidates Experience Define The Candidate Experience For what purpose?
- 14. 2003 - Vinnie Boombotz Credit and Collections Supervisor 2004 - Gold E. Locks Marketing Assistant 2005 - Josh Randall Recruiting Team Leader 2006 Ted E. Baer Administrative Assistant 2007 Morris (M.R.) Goodbar MBA Graduate 2008 James (Jim) Knee Cricket Sales 2009 William B. Baggins Accounting 2010 Jack Coostow Environmental Technician
- 15. James Knee Cricket Woodstown, NJ 08098 732-821-6652 [email_address]
- 16. Source: CareerXroads June, 2010 Yes, Often Yes, Periodically Yes, Once or Twice Never (1) (2) (3) SURVEYED FINALISTS. (1) conducted FOCUS GROUPS of NEW HIRES. (2) checked your Online JOB POSTINGS. (3) 40.7% 31.0% 13.3% Have You Ever
- 17. Source: CareerXroads June, 2010 had Recruiters APPLY for their own positions. (1) had Recruiting Leaders APPLY under an assumed Name. (2) had Recruiting Leaders SIT IN to observe recruiter interviews. (3) had Recruiting Leaders SIT IN to observe Hiring Managers. (4) Yes, Often Yes, Periodically Yes, Once or Twice Never (1) (2) (3) (4) Have You Ever 48.3% 55.2% 37.9% 58.6%
- 18. (1) (2) Source: CareerXroads June, 2010 Yes, Often Yes, Periodically Yes, Once or Twice Never Arranged For Real MYSTERY SHOPPERS to WALK-IN, fill out applications, etc. (1) Hiring Managers to APPLY to their own openings (2) Have You Ever 93.1% 93.1%
- 19. You Offered Me Evidence That You Respect Me As An Individual. I Discovered People Like Me Who Are Valued Members of Your Company. I Found a Reason Why I Would Come and Stay [and work my butt off]. You Offered Me Evidence That You Are Telling the Truth. Target/Welcome Engage/Relate Inform/Confirm Respect
- 20. Bench-mark Your Competitors & Best-in-class Customize Content/Script To Your Target Audience(s) Integrate Your Communication Platforms Bring Recruiters Out Of the Dark Demonstrate A Sense Of Urgency Anticipate Candidate Questions and Answer Them Detail Your Community Involvement Tie In Self -Assessment Offer Alternatives To Applying Respect Your Candidates - Acknowledge Interest - Promise Closure - Provide Next Steps - Guarantee Privacy & Data Protection - Communicate Closure - Deliver on Status, Feedback and Guidance
- 21. Military Customize Content to Your Target Audience(s) 15-20%
- 22. OFCCP: http://www.dol.gov/esa/ofccp/presentation/OFCCP_ODEP_Webinar.pdf Disability Customize Content to Your Target Audience(s) <3%
- 23. Customize Navigation To Your Target Audience(s) Customize Content to Your Target Audience(s)
- 24. Integrate Your Communication Platforms Enterprise wide, single-purpose hardware and software communications app
- 25. Integrate Your Communication Platforms
- 26. 91% of Americans have a mobile wireless subscription (What can you, your recruiters, your clients and jobseekers do with these?) Integrate Your Communication Platforms
- 27. Integrate Your Communication Platforms
- 28. Integrate Your Communication Platforms
- 29. Integrate Your Communication Platforms
- 30. 54.9% No Are Employees Blocked From Social Media? Facebook Linkedin Twitter Myspace Other 36.6% 14.1% 29.6% 38.0% 38.0% Align Your Communication Platforms
- 31. Bring Recruiters Out Of The Dark
- 32. Bring Recruiters Out Of The Dark
- 33. Bring Recruiters Out Of The Dark
- 34. Demonstrate a Sense of Urgency
- 35. Demonstrate a Sense of Urgency
- 36. Anticipate Candidate Questions and Answer Them Why?
- 37. Anticipate Candidate Questions and Answer Them Why?
- 38. Anticipate Candidate Questions and Answer Them What is the job like?
- 39. Anticipate Candidate Questions and Answer Them What is the job like?
- 40. Anticipate Candidate Questions and Answer Them What are the next steps?
- 41. Anticipate Candidate Questions and Answer Them How far can I go?
- 42. Anticipate Candidate Questions and Answer Them How frequently does this position come open? How many people typically apply for this position? Where are successful candidates sourced from? What is the profile of the last person to compete successfully for this position? How long until it typically is filled? What happened to the previous incumbent? What [range] are you willing to pay? What does the Career Map of someone in this position look like?
- 43. Anticipate Candidate Questions and Answer Them
- 44. Detail Your Community Involvement
- 45. Tie In Self-Assessments Tie In Self-Assessments
- 46. Offer Alternatives To Applying Newsletters Blogs Microblogs
- 47. Jobcasts Webinars Chat Offer Alternatives To Applying
- 48. Alumni/Affinity/Employee Referral Networks Offer Alternatives To Applying
- 49. Online Courses Virtual Job Fairs Offer Alternatives To Applying
- 50. Job Shadowing Speakers Bureau Offer Alternatives To Applying
- 51. Respect Your Candidates - Acknowledge me ( ALL actions). acknowledge Promise to let me know when a selection is made. commit Promise to protect my data protect Tell me what comes next. disclose Offer me Status. respond When you Screen me, Tell me what you learned. share -Tell me what it takes to compete successfully. guide
- 53. Respect Your Candidates 84% Acknowledged Jack when he Applied 26% Informed Jack when he was NOT selected
- 54. Standard (35) - Thank you for your interest. - If we select you we will be in touch. - Do not reply Respect Your Candidates
- 55. Thank you (be specific) Brand (again and again) Create Expectations Promise closure Manage feedback Respect Your Candidates
- 56. YES NO Source: CareerXroads June, 2010 Can Your Candidates Communicate, Complain or Obtain Status 43.5% 56.5% 60.4% 57.8% 45.5% 42.2% 39.6% 54.5% Monitored Mailbox Customer Relations ATS for STATUS RECRUITERS
- 57. Final thought If an exact duplicate of your very best employee was researching you and considering whether to apply right now, what would happen? Can you afford not to know?
- 58. Good Hunting! Explore our Website ; Register for our Newsletter ; Follow us on Twitter ; Read our Blog ; Link to us on Linkedin Gerry Crispin, sphr Co-Founder. Principal & Chief Navigator CareerXroads www. CareerXroads.com, [email_address] 732-821-6652 www.linkedin.com/in/gerrycrispin THINK
Editor's Notes
- #6: Who are the most important people Disney experience Beyond HR: The new science of Human Capital employees who have the greatest impact on the bottom line.
- #10: Find a picture of the source of a river
- #12: All are large firms ranging from 5000 employees to more than 100,000 (averaging 35,000) 80% Are between 15,000 to 50,000.