- Adam Cooper, HR Director, Aon
- Amar Grewal, Global Practice Leader, Talent Acquisition, Hatch
- Alexandra Norris, Talent Specialist, HubDoc
- Camille Shrouder-Henry, Talent Acquisition & Candidate Experience Manager, Fleet Complete
- Dorothy Wolentarski, Strategic Talent Acquisition Projects Leader, Intact Insurance
- Elyse Mayer, Director of Marketing, SmashFly Technologies
- Lisa Chartier, Global Head of Employer Brand & Marketing, Philips
- Maura Dyer, Director, Employer Branding & Talent Acquisition, Rogers Communications
- Maureen Carroll, Senior Manager, Talent Attraction, Finastra
- Peter Cappelli, Professor of Management, University of Pennsylvania & Director of Center for Human Resources, The Wharton School
- Sara Cooper, Talent Director, Portfolio Companies, OMERS Ventures
- Sarah Mortimer, AVP HR, SuccessFactors Lead, Great-West Life
- Sondra Dryer, Global Head of Employer Brand & Experience, Alexander Mann Solutions
- Tiffanie Witherspoon, Learning & Development Associate, The George Washington University
- Tim Sackett, Chief Storyteller, Fistful of Talent HR Blog & President, HRU Technical Resources
- Tracey Wells, Talent Acquisition Manager, HubDoc
- William Maurer, Global Talent Sourcing Manager, General Motors
- Changing workforce dynamics and increased transparency have shifted the power from employers to job seekers, stiffening the competition for talent.
- Candidate expectations match high consumer expectations and affect the employer brand, the consumer brand, and overall organizational reputation. Delivering a positive candidate experience (CX2) is no longer optional.
- Think about your candidates as consumers. Truly understanding their needs will attract great talent and build positive brand perceptions.
- The CX2 starts sooner than you think. It encompasses all candidate interactions with an organization and begins before the formal application process.
- Don’t try to emulate competitors. By differentiating your CX2, you build a competitive advantage.
Impact and Result
- Design a candidate-centric talent acquisition process that addresses candidate feedback from both unsuccessful and successful candidates.
- Use design-thinking principles to focus your redesign on moments that matter to candidates to reduce unnecessary work or ad-hoc initiatives that don’t matter to candidates.
This guided implementation is an eight call advisory process.
Guided Implementation #1 - Establish your current process and set redesign goals
Call #1 - Develop strategy to select project team and high-level goals of redesign.
Call #2 - Review current process map and select data collection methods.
Call #3 - Review data collected and set high-level goals and metrics for redesign process.
Guided Implementation #2 - Use design thinking to assess the candidate experience
Call #1 - Develop a strategy to launch the design thinking phase and introduce best practices.
Call #2 - Analyze data collected and prepare for journey mapping activity.
Call #3 - Evaluate results of design thinking and identified moments that matter.
Guided Implementation #3 - Redesign the candidate experience
Call #1 - Evaluate and prioritize areas of CX2 to redesign and introduce best practices and select solutions.
Call #2 - Review action and communication plan and prepare to customize service level agreement (SLA).
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Establish Your Current Process and Set Redesign Goals
- Assess the organization’s current state for CX2.
- Set baseline metrics for comparison with new initiatives.
- Establish goals to strengthen the CX2.
Key Benefits Achieved
- Gained understanding of where the organization is currently.
- Established where the organization would like to be and goals to achieve the new state.
Review process map of current candidate lifecycle.
- Process map
Analyze qualitative and quantitative data gathered.
- CX2 data analyzed
Set organizational objectives and project goals.
Set metrics to measure progress on high-level goals.
- Candidate Experience Project Charter
Module 2: Use Design Thinking to Assess the Candidate Experience
- Apply design thinking methods to identify pain points in your candidate lifecycle.
- Assess the competition and analyze results.
- Empathize with candidates and their journey.
Key Benefits Achieved
- Segments with pain points have been identified.
- Competitor offering and differentiation has been analyzed.
- Candidate thoughts and feelings have been synthesized.
Identify extreme users.
- Extreme users identified
Conduct an immersive empathy session or go through the process as if you were a target candidate.
Identify talent competitors.
Analyze competitive landscape.
- Known and unknown talent competitor’s CX2 analyzed
Synthesize research findings and create empathy map.
- Empathy map created
Journey map the CX2.
- Journey map created
Module 3: Redesign the Candidate Experience
- Create a communications and action plan and set metrics to measure success.
- Set expectations with hiring managers and talent acquisition specialists through a service level agreement.
Key Benefits Achieved
- Action plan created.
- Metrics set to track progress and assess improvement.
- Service level agreement completed and expectations collaboratively set.
Assess each stage of the lifecycle.
- CX2 lifecycle stages prioritized
Set success metrics for priority lifecycle stages.
- Metrics to measure progress set
Select actions from the Candidate Experience Best Practices Action Guide.
- CX2 best practices selected
Brainstorm other potential (organization-specific) solutions.
- Candidate Experience Assessment Tool
Set action timeline and assign accountabilities.
- Candidate Experience Action and Communication Plan
Customize service level agreement guidelines.
- Service level agreement guidelines.