The CX Life Candidate Experience Chats: Why the Candidate Experience Doesn't Stop at an Offer Letter

Описание: Listen to a Q&A-style chat with Cliff Stevenson, Principal Analyst for Workforce Management at Brandon Hall Group as we discuss the candidate experience.

Read the full transcript on the Saba blog: https://www.saba.com/blog/the-candida...

Full Transcript

Cliff Stevenson: Hello, everyone. Thank you for joining us. My name is Cliff Stevenson. I am the Principal Analyst for Talent Acquisition and Workforce Management at Brandon Hall Group. I'm joined today by Nick Hutchinson, Head of Solution Consulting for Talent Acquisition over at Saba. Hello, Nick.

Nick Hutchinson: Hi, Cliff. How are you doing?

Cliff: Very well. We've been talking today – there's a whole series if you want to listen to us expound on any other issues – we've been talking about candidate experience. We've talked about a few things today and one of them has been on recruiting internally. I want to go further on that and specifically talk about people that are already in the organization because it seems pointless to expend all this effort into creating a top-level candidate experience just to lose people once they are in the organization. Let's talk a little bit today, Nick, about keeping people in the organization once they're there, retaining the talent that you have. You've got these high performers, what can you do to keep them, to make sure that you retain these great employees and make sure that they have opportunities within the organization to expand who they are and their own skills?

Nick: Yes, absolutely and I think what's important, Cliff, is to think about this before they become an employee as well. Of course, we want to retain that talent once they are on board, but we can start doing that as soon as they become applicants. Start communicating regularly in the right way, and once we get that offer, I think in recruitment you say it time and time again: we engage with candidates, we create a great experience, they have an offer and they accept that offer and then everything stops. They might be working a month, two months, three months' notice period and a lot of organizations will drop off the communication because they think, "Right, its great! We've got them hired," and they stop communicating with them, right? But that's a no, that's a big, big mistake.

Actually, I strongly believe that that's when the engagement level should actually increase because the way I think about it, they're happy now, they're content, they've secured the role that they wanted. But their current employer is saying, "Actually we don't want you to leave. You're a really, really good employee. We're going to offer you more money." Or "What's wrong? What can we do to convince you to stay?"

At the same time they're going to have other agencies or other recruiters knocking on their door really trying to tempt them into other roles. I think its key that once we give that person an offer, we start to engage them in our organization as how we would expect to engage with them once they are employees as well.

Starting to drip feed learning content out to them, interactive videos, really nice onboarding experiences, and making it an experience, so rather than just the process they're starting to get a real feel for the organization which they're about to join. On day one, when they come to you, they're ready, they're engaged, they're ready to start work, they've done a lot of learning, they've communicated well with their manager, and we're getting ready at stage one in order to be able to keep that person in the organization, and then we need to continue that. Using the same software, we can continue to build out those regular check-in processes, those regular one-to-ones, being able to enable those individuals to learn on-demand. Learn on-demand in a cool and exciting way and allow them to expand and grow their skills within the company because they're going to want to do that pretty quickly.

They say it takes about six months for somebody to start feeling comfortable in an organization, which when you think about it is quite a long time, right? Those first six months are really, really key. You've made an investment in that individual; you've spent a lot of money to recruit some high level. Then once they're in the company it's important that your hiring managers, well no longer hiring managers, let's just call them managers, they coach and engage that individual, they work with them, they plan their goals. They plan that individual's goals and really talk to that individual about what's in the organization for them, what route their career can take.

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