The job market was earlier at the mercy of the employers. But now the candidates are running the show.
Candidate experience is not only about the importance candidates attach to the hiring process but also how well engaged are they during their stay in a particular company.
It entails a range of activities such as-
Candidate experience has the power to make or mar good talent. This experience is equally important in the learning and development process as in the hiring process.
As logic has it, a conventional recruitment system weeds out the employee when he is unable to connect and cope up with the complex, lengthy system.
“Data shows that 60% of the seekers have abandoned the process in the middle.”
When a company wants to ensure that the employee stays, the best way to this is to invest in learning and development. By L&D, I mean invest in a candidate experience, which gives them a plethora of opportunities to learn and grow. Employees look for an experience which is personalized, where they have the liberty to decide their learning conditions, that is when they recommend it to others.
From the recruiters’ eye –
Offers were sent out to 10 candidates, only one joins.
How to get the other 9 to join?
The war for talent has intensified and will intensify with time. The demand for top talent is directly related to the prevailing low unemployment rate. It is imperative for companies to up their level so that they can survive the competition and attract their share of a perfect fit.
Getting the right person in the right role is critical to a company’s success, and the interview process is the first and foremost way to identify them.
It generally begins with a job description which the candidate encounters and applies for. Once there is a pool of applications, that’s when the filtering and choosing process begins.
Truth to be told it is a very time and cost consuming process. And when the positions sit open for an average of 26 days, the cost of lost productivity is unavoidably painful.
And when a poor candidate experience adds to the process, it gets even longer.
Now when candidates apply for a job they are expected to take some kind of tests, be it the application screening test, the interview, or personality evaluation.
Companies want to create a good candidate experience while at the same time, get the relevant job-related information they need to evaluate the candidates applying for the job. At times these objectives can be inconsistent with each other, but at the end of the day, it doesn’t need to be that way.
Candidates have a tendency to respond more positively to job-specific simulations than they do to conventional tests. There has been a growing concentration on ‘gamification’ tests. The idea is to engage the candidate in an environment of fun without forgetting the purpose of the tests.
Human resource managers are moving from the traditional methods of face to face interviews to a more substantial and result oriented arrangement.
The advent of AI and big data is changing how candidates are sourced, and gamification, simulations, and assessment centers are changing the way candidates are tested on various skills and behavioral aspects.
Organizations are now focusing on a plethora of assessment tools with an aim to build a better people strategy. Most common assessment tools are Cognitive, Psychometric, Domain, Simulators, Technical MCQs.
The increased usage of talent assessments in hiring can be validated by the pie it shares in the overall assessment landscape.
According to Mettl’s ‘Talent Assessment Study 2018’, 2016 saw the use of approximately 744,000 assessments, which grew to 1,594,000 in 2017, accounting for a 114% increase for talent acquisition.
Talent assessments, when developed seriously, fulfill the dual objective of measuring specific competencies efficiently and being cool at the same time.
Whether the candidate gets hired or not, it is mandatory to make them feel that they had a fair shot to showcase their abilities and potential through an engaging process of assessments.
The truth, however, is that for appealing occupations, there will be a larger number of applicants than employment and a bigger number of individuals will get rejected than hired. However, by connecting with hopefuls all the while and allowing them a chance to take an interest in something that feels more occupation significant to them, everybody ends up as a winner.
From the manager’s eye-
I got ten employees on-board, trained them for the first four months, taught them the know-how of the business and department. Was with them all throughout, but to my surprise, 5 of them left the company one after the other.
How to retain all 10?
Like never before, current organizations depend on the abilities, developments, and innovation of its kin—it’s one reason why “ability” has turned out to be synonymous with “employee.” Most organizations face extraordinary strain to innovate and request a fast pace of progress.
Truth be told, the half-life of numerous skills learned at work is five years.
This implies managers and representatives alike have started to understand that keeping in mind the end goal to remain on the ball, they need to center around learning and development (L&D).
In today’s tight labor market, L&D plays an important role in combating attrition. By investing in this initiative, companies are making a commitment to the professional development of the employees. This contributes to the engagement of the employees and adds to the competitive advantage of the employer as well.
Effective engagement facilitates a positive candidate experience, thereby reducing attrition.
In addition to this, as companies build their employer brand, concentrating on L&D programs can be a key differentiator for them.
“Research from Universum and the DHI Group found that 68% of the world’s most attractive employers feel that their employer value proposition is clearly associated with their HR/talent development strategy.”
In today’s dynamic set-up, L&D programs should too readily available at the right time. Employees look forward to learning new skills in a personalized environment. The requirements of one employee can be way different from that of the other. A clear skills gap analysis is the first step to great candidate experience.
To test employees on varied skills in a pragmatic manner and identify skill gaps and training needs, technologies such as online assessments, assessment, 360 feedback, simulations, behavioural assessment, game assessments etc. that test a candidate on a plethora of facets such as skill level, on-the-job performance, communication, accuracy, learning agility, group performance and personality aspects, are being used.
The practice of assessments in L&D has a huge scope ranging from all departments in a business to various businesses. For instance,
The usage of assessments in L&D is expected to grow in order to bridge the skill gap.
Remember the people who find learning and development initiatives creative, engaging, and meaningful are more likely to stay than those who don’t.
“The usage of assessment tools in L&D have increased by 116% in 2016-17.”
Cutting edge L&D programs are not only a pleasant thing to have—they’re the way of pulling in, creating, and holding your talent. By building programs that aid in the learning of current employees, you’re fortifying your current workforce and establishing the framework to attract applicants who value continuous development.
And you can achieve this win-win with assessments!
Leverage Assessments For a comfortable candidate experience
The practice of talent assessments is slowly transforming the industry culture into a smooth and effective experience.
Using this approach, you will stand out to the top-tier talent, so that you win them into your team.
Remember do not fail to evolve, your assessments also need to keep up with the changing times and as and when you keep fine-tuning your assessments, how small things add to the big purpose of your candidate experience.
Originally published June 14 2018, Updated July 16 2020