Digital Innovation
of service delivery it’s 40% more accurate
than 24-hours later.
JT: What happens is that at any stage
in the recruitment process, for example,
after you’ve made an application, you
will receive an opportunity to rate
the experience from one to five over
the platform we’ve developed, and
then to provide qualitative feedback
via text message or email. If the
candidate has not had a completely
positive experience we’ll get that
feedback immediately.
The most important aspect
of this whole proposition is that
it enables us to act upon that.
So if you go back to the Virgin
Media example, we can nip in
the bud any less-than-positive
experiences, whereas today,
surveying candidates at the
end of the process, we might
not pick that up until the end.
Our perspective is that
you’re no longer the owners of
your brand, you’re the curators
of the experience. If we can
make that experience as good
as it can be, the chances are that
the sentiment candidates will
have about that organisation,
as a potential employee or
consumer, will be better.
the recruitment process on behalf of our
customers, because of the insights we’ll
gain, and we’ll be able to make changes
to those processes as a result.
The real-time insight will allow us
to action interactions that may not be
entirely positive and, as we aggregate
candidate feedback and data, we’ll be able
to influence how organisations promote
their brand and how they change the
recruiting process to make it easier for
candidates to engage with the business.
JT: It’s likely to be driven by the HR
director, the head of talent acquisition, and
the marketing and customer experience
teams, because of that link between a
negative recruitment experience, and
perceptions of the business.
RG: It’s enabling the brand to listen
to all its communities: the customer
community, the employee base and the
candidate community.
JT: In terms of the data,
in each of our accounts, we
have performance managers,
accountable for measuring
the quality of our service.
Traditional measures have
been things like time to hire;
the cost of hiring people;
and the measurement and
feedback from retrospective
candidate satisfaction
surveys. So these performance
managers will provide the
insight into how we can make
things better. I think it will
make their lives easier, but
more importantly, they’ll
have far greater insight – and
this will be actionable.
On the
timescale for
implementation
On benefits for
recruitment
professionals
JT: I see this as a step-change
in applying consumer-grade
technology to the candidate
journey, and allowing our
recruiters, the custodians of the
organisation’s employment brand, to do
as good a job as possible in managing the
candidate through the experience.
As a business, we’re using robotics and
automation to manage components of
the recruitment process, but in exactly
the same way as consumer-facing
businesses are using automation. We
see that as a massive positive, because
it frees up our recruiters to focus on the
important interventions with candidates
and have more meaningful dialogues.
There are so many positives. It will
allow us to improve the way we manage
On who will drive
these solutions
JM: One thing our clients love about the
system is that they can drive evidence-
based change. They’ll say “we’ve been
telling the board for ages we need to
change it”, but when they can quote the
customer, it’s irrefutable evidence.
JT: Today we see many businesses
putting candidates through an
unnecessarily long application process,
or multiple interviews where they are
asked the same questions. I think the
insight we’ll get will shine a light on
experiences that could be enhanced. It’s
difficult to prove that today.
JT: We’ve been working on
this partnership for more
than 12 months, our first
customers went live in May.
The reception we’ve received
around the proposition has
been positive so far.
RG: We’ll be developing a taxonomy
for the Talent Collective candidate
experience; it will be fascinating to
go through that. Talent Collective
has significant contacts within talent
acquisition and retention, there’s a lot
that can be learned from correlating
candidate experience with employee, and
potentially customer, experience.
JT: Ultimately, we can envisage a time
when the feedback loop doesn’t stop
at the employee’s first day, but has the
potential to become an engagement tool
throughout the employee life cycle.
Issue 1 - 2017
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