Each 2016 Round 2 North American CandE participant was invited to share some of the stories that they felt made their recruiting process and candidate experience unique or interesting via a HireVue video interview. Ten of this year’s 50 winners were judged the best “Storytellers” of the 2016 winning benchmark class. The judges included George LaRoque, Founder at LaRoque and #HRWINS; Howard Weintraub, Director, Client Success & Innovation at DAY Communications; Meghan M. Biro, Founder and CEO at TalentCulture; and Shannon Pritchett, Editor at SourceCon and ERE Media.
Each of the 2015 Round 2 participants was invited to share via a HireVue video interview, some of the stories that they felt made their process unique or interesting. Ten of our 50 winners were judged the best “Story Tellers” of the 2016 winning benchmark class and highlights of their stories are noted below. The judges included Dwane Lay, VP of Customer Experience at Dovetail Software; Craig Fisher, Head of Employer Brand, CA Technologies; Stacy Zapar, Founder and CEO of Tenfold, Brand Strategist; and Tom Becker, CEO and Founder, Talennium.
Metrics drive this candidate experience. AT&T looks at ROI on their candidate experience related changes. They have demonstrated significant cost savings based on changes to their career site, reducing application fields from 75 to 31, candidates are monitored as to their length of time in each step of the process and are communicated with to ensure questions are answered. AT&T feels that improving candidate experience is as good for candidate as well as for the bottom line.
BlueCross BlueShield of Michigan
Feedback to everyone – not to just those interviewed or hired, but to anyone who asks, is part of the disposition process. Even rejection letters invite candidates to update their profiles on the career site for maximum visibility to recruiters and their status is available to them online at any point along the process.
Dedicated candidate care, personal touch “white glove” service when on site and personal responses from recruiters to let candidates know their status drives Comcast’s approach to candidate experience. They empower recruiters to give “instant” feedback and they do measurement surrounding that personal contact.
Transparency is the key to their success with Candidate Experience by requesting a Glassdoor review from candidates, their commitment to a 5 day turnaround on decisions on resumes, exposing their process and even their how their ATS rates and ranks candidates on their career site. In addition they understand the business impact of a bad experience.
Recruiter contact information is made available to candidates, including photos and social links and they pledge to get back to candidates within 5 days. Enterprise also measures the candidate’s’ time in each step in the process. In addition they treat their internal candidates equally well and show the rate of promotions within the company in real time.
Humana has incorporated technological solutions to help improve candidate experience such as video interviewing. They have also set up an innovative military and wounded veteran hiring initiative and process which includes preparing needed accommodations in advance of the candidate’s start date. Metrics contribute a huge part in understanding the impact of the candidate experience, both internal and external which they are able to quantify.
Progressive looks at the numbers – they are an insurance company! The cost of a poor candidate experience could be as much as $456M per year, and every candidate is a potential customer. As such, they developed Candidate Experience progress teams to study and benchmark for future state and hold recruiters and managers alike accountable for good NPS scores. They created “The Progressive Candidate Experience Promise”; focusing on candidate experience goals; reflective of brand, core values and culture at each step in the recruiting process, including marketing / sourcing / interview process; fairness; clear expectations and communication.
A great digital experience, which includes microsites that encourage direct connections to recruiters, a mobile job application and a personalized experience on their career site based on the candidate’s status all contribute to a great candidate experience at Sodexo. On the business side, they also use funnel metrics to demonstrate how to continuously improve the hiring process and in turn the candidate’s experience.
Hiring managers and recruiter are partners in the candidate experience at Spectrum Health. They both commit to follow-up with candidates – for recruiters, within 3 days upon receiving a resume and for managers within 7 days of receiving candidates from the recruiting team. Disposition emails include the recruiter’s name and phone number if the candidate needs more information.
Listening and responding as well as transparency are the keys to a great experience at T-Mobile. They let candidates know how long the job has been open, how many have applied and how soon they should expect a status update, and the company provides a video and infographic about the process. For leadership, T-Mobile offers continued insight into what they are doing to enhance the candidate experience.