Comment pouvez-vous créer une expérience candidat positive?

My approach is different. I focus on the position and evaluate candidates based on the competencies that are required for success in the position.

Collaborating with the hiring team to ensure the experience, competencies and skills needed for success helps to frame what candidates we are looking for and what we are not looking for. I seek to ensure that the job posting accurately documents what the position is and what the hiring team wants, from there I can ask questions to clarify and reduce biases to ensure we are looking at a pool of candidates from many backgrounds, skills, industries, etc. This helps me to connect directly with each individual candidate to look for that match.

Although it sounds meaningful to start with an Ideal Candidate Profile it can actually make the candidate experience worse. When describing an ICP we often fall into the trap of creating a long list of requirements such as X years of experience with our specific domain or industry, experience with specific tools and methods, a specific educational background and an unrealistic list of personal skills (extrovert, analytical, good at working independent but also a team-player etc.) A more inclusive way is to define your MVP - Minimum Viable Profile and then create a recruitment process where more candidates get the chance to showcase who they are and what they can.

Recognize the dynamic nature of the talent landscape by regularly updating your candidate personas. Market trends, technology advancements, and shifts in workforce preferences can impact your ideal candidate profile.

Creating a positive candidate experience begins with clear job descriptions and an easy application process. Maintain regular communication, respect the candidate's time, and ensure the interview is a two-way dialogue. After the interview, provide constructive feedback, streamline the offer process, and ensure an effective onboarding experience. Finally, seek feedback to improve future recruitment. By prioritizing candidate experience, organizations can enhance their employer brand, attract qualified applicants, reduce costs, and improve retention rates. Have a Productive & Safe Sunday Morning!

The job description is where you have a chance to utilize push and pull factors. Write it in a way that highlights the type of candidate that you want to attract, while also mentioning things that could be perceived as a challenge. This will let candidates self-select and you’ll wind up with a stronger pool of applicants. Just be sure not to inadvertently include things that could be perceived by candidates as discriminatory or negative.

I see Job Descriptions that lists xyz requirements and with anote added at the bottom saying even if you dont meet 100% of the requirements please apply .... I would always suggest dividing your requirements to "Essential "(E) and "Desirable" (D). Rather than encourage people to apply if they dont meet your requirements it is honest and transparent to cleaarly define the skills/competencies that they must have and nice to have. In that case anyone not meeting your "Essential Requirementds" and still chooses to apply know that they are truly taking a long shot. It is important though to state that there is no need calling something "Desirable" and the treating as "Essential" when reviewing CVs.Transparency should be applied all the way.

Ensure your job descriptions are tailored to resonate specifically with your target audience. Instead of using generic language, customize the content to align with the preferences, aspirations, and values of your ideal candidates.

What are the unique aspects of the job? What do employees experience at your organization that make you stand out above your competitors? These are the types of questions that should help inform the narrative of your job description and tell the unique story about your organization, culture, and engagement of employees.

In an ideal world, I would call BS on all of this section, and replace it with a conversation with the hiring manager, and a skills gap analysis within the team. Why does the role exist, what skills do we already have in the business, do we need someone to step in with the skills immediately to help us reach a milestone asap or can we hire someone with the right attitude whom can upskill. If a recruiter understands this from the get go, the recruitment process will become simpler, as will the conversations with candidates. By all means your position descriptions need to be interesting, however everyone hire is different depending on what your business does and where you are on the journey.

Can we PLEASE do away with systems that have candidates upload their resumes, only to ask them to then re-enter the information again? This wastes our candidates’ time and sends a message that we don’t value them in the process.

Simplify and optimize your application process to ensure a seamless experience for candidates. Minimize unnecessary steps, fields, and documentation, making it easy for applicants to navigate.

Streamlining your application process involves making it easy, fast, and user-friendly. Minimize steps, fields, and documents required. Ensure the system is mobile-friendly, accessible, and secure. Provide clear instructions and expectations for each stage, and allow candidates to save progress and resume later. Regularly test the system and fix any glitches or errors. This approach enhances candidate experience, reduces drop-off rates, and attracts more qualified applicants.

From my experience I have never come across an HR/Recruitment Team that have done a "test run" of their own system. If you have an application portal and structure and dont test it yourself and then send a survey afterwards asking applicants to share their experience ..... that doesn't sound right to me. Try it; imagine yourself as the candidate and put in an application and then you'll be able to at least have a user experience to compare to the feedback from your survey. Most of the user experience i've had were done when applications were submitted or shortly thereafter. Run feedback sessions six months later and nine months later so that candidates can share with you a "bigger picture" feedback.

100% agree with this, but I'd probably suggest one thing... If you expect that a candidate will login, create a user account, fill in a stack of info that is on their cv, fill in a bunch of diversity data, all before they apply for the role, you need a reality check. If it takes more than 3 clicks to apply for your role on mobile, then you have failed. To put this in perspective, some businesses are now accepting an application using your LinkedIn profile... No more cv.

I've been in the TA industry for over 20 years and some of the things I am doing candidates find very valuable. I always share what the candidate can expect during the interview process. How many interviews are planned and I set the person at ease by sharing, I will be available to them each step of the way if anything changes. I also share insight into the hiring manager, specific facts about the culture of the organization and what the current 'hot' topic is in real time. I leave room for feedback and share what my journey has been. It adds storytelling and provides color on what would otherwise be a routine conversation.

First impressions matter. The way you treat an prospective employee is an indication of how they will be treated and prioritized (or not prioritized) if hired within your organization.

In the wonderful world of recruitment, I've learn that empathy, honesty and respect are key to building and maintaining a solid relationship with jobseekers. Wherever I have worked, I've analysed my recruitment and onboarding journey, taken notes and set a target to dramatically increase the engagement and communication with candidates. From providing robust automated email acknowledgments, to quick SMS' to advise that they are moving in the process, or email responses providing feedback on a bad cv template, it's the little things that make a big difference. Mainly, I treat people the way I want to be treated. I have honest conversations and am a real person, not some corporate bot.

In my experience communication with the candidate is one of the weakest areas of the hiring process. Companies should inform the candidate of the status of their application as they go through the hiring process. This almost never happens proactively from the company.

Respect your candidates' time and effort by treating them with courtesy and professionalism. Schedule interviews and assessments at convenient times, and avoid rescheduling or canceling without notice. Do not ask for unnecessary or repetitive information, like references or portfolios, unless essential. Respect candidates' privacy and confidentiality, avoiding contact with their current employers or sharing their data without consent. This approach demonstrates respect, enhances the candidate experience, and builds a positive reputation for your company.

Interviewer Dont’s: -Being late to the interview (unless unavoidable, and then apologizing is a must!). -Being unfamiliar with a candidate’s resume. -Being unprepared and asking questions like “where do you see yourself in 5 years?”.

What is the perspective that you are taking when interviewing viable candidates? Many times we approach candidates with the question, “ Why do you want to work for us?” Flip the script and tell the candidate why your organization or company would benefit from the specific skills that they bring to the table. How would you be different or better with them?

Most new recruitment systems permit you to share your calendar with a jobseeker so they can book the in your diary. Worst case scenario, email or SMS your candidate, and follow up with calendar invites and day of interview text messages. You can automate the majority of this stuff.

I invest the same time as the candidate has. Sloppy applications, does not require detailed responses. Candidates that have put effort in, will get effort back. If I cannot hire them, I will offer advice on what they can improve.

Admittedly, one of the shortcomings of an HR is when an applicant fails the screening and the HR/recruiter does not provide feedback to the candidate why he/she failed the screening. So for me, to create a positive candidate experience we must be able to deliver the best feedback to our candidates especially when they failed. Because this feedback will help them know what skills/areas they need to improve on so that next time, they can do better on their job interviews and be able to get hired. We must be able to deliver CONSTRUCTIVE and not condescending or demeaning feedback to anyone including our applicants.

I almost never receive feedback after I am not selected for a role, I suspect because the reasons are in the “soft” category. I acknowledge that this type of feedback is hard to verbalize, and may get the company into some trouble… like the perceptions that someone appears less energetic, talks too much or not smiling enough is probably very personal for each individual on the hiring team. I also almost never receive a survey to complete on my candidate experience. I think both employers and candidates could use more feedback….

What works fantastically is giving potential new colleagues the opportunity to first informally meet with the professional colleagues at the workplace itself before deciding to apply. This gives them the chance for optimal self-selection. Applying is hoping for a better life, and you want to know as much as possible before making that decision. Great candidate experience it is! It works very successful for a lot of employers in The Netherlands.

One of the best ways for companies to enhance the candidate experience is to make it the evaluation a two-way street. If we can balance the unbalanced power dynamics of interviewing, candidates and companies can have real conversations about alignment of skills and motivators.

Here are some pointers that I considered in the past: > Your candidates could be future customers, so treating them well will bring $$$ to the company > Candidates are the voice for brand building > Even if they don't get a job now, they can still be considered for future roles > Candidates are good source of referrals for other roles Considering these in perspective, I try and give them lot of value in providing accurate feedback on their, interview performance, doing interview prep calls, advocating to offer them best possible compensation to ensure success in the team/company. #candidateexperience #cxp #hiringquality

Map out and understand the "moments that matter" most to your candidates. Then review how your HR and talent processes support those key moments. Here are a few examples of "moments that matter" to candidates and how to align your HR and talent processes: 1. Application process: How easy is it for the candidate to apply? 2. Interview scheduling: How much back and forth and how many scheduling changes? 3. How many interviews is a candidate going through? 4. How are they treated by the interviewers? 5. How smooth is the offer process. Is there a misalignment in compensation expectations at this stage? if so, it's too late. Create a current and future process map for these type of "moments that matter" and address them one by one.

Transparency, transparency, transparency. Be open and honest about as much as possible. What are the steps. How long will it take. Who is a part of the evaluation and what will they focus on. Also when things go wrong. If you have been awaiting a stakeholder and not been able to give a clear message about the status of the candidate, tell them and apologize. Are there challenges the candidates will face in the recruitment process, tell them up front and assist them in handling it.