With approximately 3,000 retail stores in 28 countries, Foot Locker, Inc. leads the celebration of sneaker and youth culture around the globe through a portfolio of brands including Foot Locker, Kids Foot Locker, Champs Sports, Eastbay, atmos, WSS, Footaction, and Sidestep.
1. What changes have you made to your candidate experience recently? What improvements are you most proud of? How do you know that your changes are making a difference?
Enhancing candidate experience continues to remain a priority with our recruitment team. In 2021, to ensure a seamless interview process, we moved to a completely video format.
To aid in this transition, we created video interview guides for both managers and candidates to ensure a great experience. In addition, for many of our distribution center positions, we transformed the hiring process to be fully virtual for a safer, more seamless process. We also remain consistent with additional candidate touch points. These touch points ensure that candidates are regularly updated on their status. Finally, talent pools were created to ensure higher engagement and connection with our distribution, call center and field candidates.
2. Why did you decide to make changes to how candidates were being treated? What data or evidence prompted you to make a change?
We continue to evaluate candidate experience via our new-hire surveys. The results of these surveys are used to help determine future process changes. We also regularly solicit feedback from our regional and global recruiting teams to help identify process improvements and efficiencies.
3. How did you build support and commitment within your team and the broader organization? How did you demonstrate the importance of candidate experience?
Candidate experience is consistently a point of conversation, both within the internal recruitment team and with broader teams when speaking to hiring managers. We regularly review feedback and responses to continually evaluate and adjust where needed. In addition, all levels of the organization, including C-suite leaders, are involved in the interview process, and they all prioritize the candidate experience.
4. How do you measure candidate experience? How do you report on your recruiting process? How do you use that data to demonstrate financial impacts as well as manage recruiter and hiring manager behaviors?
We use a variety of methods to measure candidate experience. First, we use our hiring process survey to gather insights and then break down results by geography and function. This data is then used in larger discussions with recruiters and hiring managers if consistent trends are noticed. Second, we include traditional recruiting metrics like time to fill and time to hire in every recruiter’s performance evaluation. We are also expanding our reporting and analysis of time-based metrics to discover any areas of opportunity across additional areas of recruitment that were not previously measured. Third, we have created a dedicated recruitment team to further support and enhance the candidate experience in the recruitment of our field roles. Finally, we use our ATS to track the time it takes to move between recruitment phases to identify pain points and increase process efficiencies. For example, how long does it take to move a candidate from reviewed to phone screen to hiring manager interview? This data is then reviewed on an annual basis from a global perspective with a member of our internal project management team to identify trends.