When it comes to recruitment marketing, it’s possible to have a secret weapon at your disposal: data-driven analytics. However, insight into your hiring strategy is only as useful as you allow it to be.
In my last blog, I covered the benefits of a strong EVP and employer brand, and how they provide the foundation for what you want to say to your target audience. Now, let’s delve into leveraging these assets - and digital technology - to deliver a great candidate experience.
As I’ve mentioned before, research has shown that organizations that invest in a strong candidate experience improve their quality of hires by 70%. Still, many haven’t completely thought through the employee experience and who owns it.
Digital transformation has forever changed the consumer landscape. The world of talent acquisition has changed, too. Your candidates (the potential “consumers” of your career opportunity) now expect an experience that’s akin to ordering an Uber or shopping on Amazon. If your TA team isn’t actively thinking about the candidate experience - and marketing it like a product or service - it’s probably time to rethink your approach.
I have conversations every day with companies that want to improve their ability to reach and attract “A” talent. The truth is, there’s no magic “formula.” What it all comes down to is putting candidates in the driver’s seat by supplying information and experiences that are credible and compelling. However, to achieve a candidate-centric experience, you need to go beyond simply posting opportunities – and begin marketing them.
Think about how information is consumed and products are sold today. Digital rules – and it’s no longer a one-way conversation. When people shop online for a product or service, they’re exposed to tweets, posts, text messages, news alerts, videos, and product recommendations that are carefully curated, highly targeted and personalized. And before they add an item to their “shopping cart,” they’ve probably considered other alternatives, read reviews and generally found out quite a bit about the item they’re purchasing. It’s no different in the world of Talent Acquisition (consumers have Yelp; candidates have Glassdoor and similar sites).
In Part One of our discussion, we looked at how a well-crafted Employee Value Proposition (EVP) not only helps you attract top candidates, but also acts as a valuable retention tool for engaging and retaining your best employees.
But even the strongest EVP can only be as effective as the strategies you use to bring it to life (after all, candidates need to see it before they can embrace it!). And that’s where having an equally strong activation strategy comes into play.
To really stand out in a competitive job market, your company needs to present and cultivate your employer brand to top talent before they’re even thinking about making a change. Because to them, what your company stands for and where it’s going are more important than a specific job req.
Social Networks are a great place to begin an awareness campaign for your employer brand. You can plant the seed and generate awareness, so when it comes time to source applicants you’re not starting completely from scratch.
Consider raising awareness through social media when you’re:
- Moving into a new market
- Managing a merger/acquisition
- Promoting a corporate brand that is little known in comparison to your consumer or B2B brand
- Seeking to diversify your employee population
- Aware of an upcoming project/contract that will require additional staff
Voluntary resignations are at an all time high, while unemployment rates are at historically low levels. And approximately one-third of new hires quit their jobs after about six months.
What could entice them to stay? The usual suspects — like above-average pay and benefits — still top employee wish lists. But hot on their heels is a workplace that’s a “strong fit with [their] values,” which was cited by 56 percent of survey respondents.
That’s where a well-defined employee value proposition (EVP) comes in. An organization’s EVP speaks to the “why” of working for an organization — a culmination of key benefits, cultural differentiators, and the employer brand — and it helps candidates determine whether the organization is a “strong fit” for them. Recruiting for cultural fit is a benefit to companies: when employees share similar values with the organization as a whole, it leads to greater efficacy and productivity at work, and employee advocacy outside of work. Plus, it saves on the bottom line.