Kelly OCG has some good advice to ensure your company’s reputation as a great place to work is as good as it can possibly be. We all know that a potential employee’s first impression of an organizations culture is formed during the interview process. That is why care must be taken to ensure the experience is second to none for all of the candidates because you can be sure that they will share this experience with their peers and the way news travels over social media, it better be good.


Improving candidate experience isn’t a simple act, to be sure... but I've boiled it down to some key fundamentals. If you're keen to address the candidate experience gaps in your organization, here's how to do it:

1. Consider attracting fewer applications. Recruiters should provide such clear instructions and initial screening filters that very few applicants are in fact qualified to fill out an application. And the best companies take it one step further: Use sourcing technologies to invite the very best, rather than designing an application process to attract the most candidates possible. Remember, if only the very best candidates enter the funnel, you’ll have fewer relationships to manage, and a much better chance at providing the best experience.

2. Measure experience of all candidates, not just those selected. If you don’t have the competency in-house, purchase a survey tool specifically designed for measuring candidate experience.

3. Ensure hiring managers interact with top contenders. Candidates report they are more satisfied when they’ve had a chance to interact with the hiring manager in addition to the recruiting staff.

4. Treat finalists as potential candidates in future searches. In all your interactions with your finalist pool, remember these individuals are as important to impress as your chosen candidate. Treat them well and ensure site visits are designed to enchant them.

5. Design a talent network strategy. If it’s true that talent is a key competitive advantage, you should be focused on building a so-called talent network, which includes: (a) an up-to-date database of all the professionals you’ve interacted with and recruited in the last 3 to 5 years, (b) a plan to engage these individuals on an ongoing basis.

About the Author
Bill Boorman is a Veteran Recruiter, Consultant, Thought Leader in Social Recruiting Strategies, and Founder of #Truevents, he is also a speaker at the 2012 Talent Strategy Summit in Dublin.