We’ve all heard the idiom “kill two birds with one stone” to refer to an action or decision that can accomplish two goals at once, but more often than not the phrase isn’t used literally. However, in the case of two very crucial human resource efforts, this idiom fits perfectly. Those efforts are “collecting qualitative data to use for analytics” and “capture measurements for candidate experiences to improve the hiring process.”
It’s no secret capturing usable data for talent analytics is an obstacle that a majority of organizations are currently facing. But how does that fit into the candidate experience? By using the experiences that candidates go through during the hiring process, an organization can create a natural funnel of data that can be applied to make changes to the hiring process (and business in general), as well as act as a model for other data capturing opportunities.
But getting through the data challenge is just the first of many hurdles. An infographic from the Undercover Recruiter reveals some important information about companies capturing the candidate experience. Key details in this infographic include that only 50% of companies measure the impact of a bad candidate experience, and only 42% actually consider what the hiring experience is like when selecting or managing their supply chain. Even more interesting, nobody seems to own the candidate experience – from internal recruitment, to C level executives, to no one at all, there is a lack of clear ownership over what candidates will go through and how they’ll go through it.
On its own, this means that there's a general issue capturing the candidate experience for most companies. And, without a clear effort to capture the candidate experience, implementing a data analytics effort is downright impossible. This is problematic, but can be addressed. In fact, although these seem like separate challenges, they can be solved through a strategy that ties them together – thus “killing two birds with one stone.”
To get started building a measurable candidate experience that you can turn into a powerful data resource, consider some of the following as part of your strategy:
- Defining Responsibility: Who is in charge of the candidate experience? Does this role fall to HR, hiring managers, someone else entirely? Make sure that there are clear definitions for who’s in charge of handling a hiring experience.
- The Right Personnel: Because managing an experience and analyzing data can be two very different types of roles, make sure you have the right people in place. Part of the challenge of building analytics is not having people in place who understand what to do with that data, how to connect it to a business, and how to leverage it into improved business operations. In the case of a hiring experience you’ll need people who can be both good with data and good with people.
- Software and Info: Don’t let this effort be done arbitrarily, have the right tools in place. Using hiring assessment software is an excellent way to capture feedback from candidates about their experience, as well as measure their performance. Don’t just stop there though – get feedback, and lots of it, and keep track of that feedback in ways that enable your team to measure it.
While this is a large goal to accomplish, the benefits of doing so are countless. And, with so much to consider, dividing your strategy into a few key areas (such as those listed above) will help build a strong foundation to your efforts, as well as provide a clear road map for what you'll need as you move forward.
To learn more about how to build and measure your candidate experience, request a consult with one of our talent selection specialists. And, if you'd like more information, download our whitepaper on developing a quality of hire report card below: