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People Problems? Get Back to Basics. Allegis Group Thought Leadership Series

Transcript of People Problems? Get Back to Basics. - Allegis Group/media/Allegis/AllegisGroup/Files/... ·...

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People Problems?Get Back to Basics.

Allegis Group Thought Leadership Series

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People are the most critical success factor of any initiative; from the smallest of projects, to the greatest of endeavors. But, high-performers are in limited supply. Winning the war for top talent requires renewed focus on fundamental recruitment best practices.

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8MPAY CHECKSANNUALLY

$11B+IN ANNUALREVENUE

500+GLOBALLOCATIONS

SERVICECOVERAGE IN

60COUNTRIES

91% OF FORTUNE 100

84% OF FORTUNE 500

76% OF FORTUNE 1000

BUSINESS WITH:

33,000OPEN JOBOPPORTUNITIES

11,000NEW PLACEMENTS

PER WEEK

15,000INTERNALEMPLOYEES

130,000CONTRACT EMPLOYEES

PER WEEK18,000CLIENTS

At Allegis Group, we know talent. Organizations partner with us to attain the highest levels of excellence in their talent strategies. Individuals join our team to reach their personal and professional goals. Serving as a critical partner for organizations and individuals alike, we take great pride in what we do — connecting the right people to the right opportunities, helping businesses win and careers soar.

LEADERSHIP IN NUMBERS:

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ALLEGIS GROUP RESEARCH

In today’s increasingly volatile market, hiring the highest quality talent is more critical than ever before. Businesses face a variety of complex challenges, including fluctuations in the market, the global economy, an aging workforce, and a greater reliance on contingent labor. Meanwhile, an employer’s

talent needs today are dramatically different from what was needed yesterday. To meet changing dynamics in the worldwide marketplace, talent acquisition is rapidly evolving.

Allegis Group leverages our relationships with thousands of employers and job candidates across the globe to conduct proprietary research monitoring talent management trends.

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Social Media Expert:

175% growth in 5 years

Digital Marketing Expert:

17% growth in 5 years

Cloud Computing Expert:

17% growth in 5 years

Big Data Expert / Data Scientist:

3,000% growth in 5 years

App Developer:

200% growth in 5 years

User Experience Designer:

22% growth in 5 years

JOBS THAT WEREN’T HERE

10 YEARS AGO

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Every year, Allegis Group and our

operating companies conduct employer

and job candidate focus groups exploring

winning talent acquisition and retention

strategies. We also administer comprehensive

surveys of employers and job candidates to assess

the business impact of core talent management

processes. These studies further fuel our expertise in

best practice talent management models.

Our Talent Advisory Survey study explores the core building

blocks of the talent acquisition process, accounting for the

perspectives of four key stakeholders: business leaders, hiring

managers, human resources, and job candidates. Our 2015 study

represents benchmark insights from more than 1,400 employers and

more than 13,000 candidates across a variety of regions and industries.

We investigated whether the need to “keep pace” with the newest

sourcing models and recruitment technologies has impacted the fundamental

requirements to find and place the right people in the right roles. We also

examined how effectively business leaders, hiring managers, human resources, and

job candidates are coordinating to holistically ensure new hires are set up to generate

long-term success for the businesses they support.

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70%30%companies are very satisfied with the quality of applicants

Applicant Quality is the top rated performance metric – rated 80% more important than speed

80%of companies cite quality of applicants as a challenge in their current workforce strategy, with ~40% reporting it as a“significant issue”

While it is clear that great people are imperative to business success, employers question their existing talent acquisition capabilities. The vast majority of business leaders believe attracting and retaining talent is an issue for their organization – and with good reason. More than half of organizations have open positions for which they cannot find quality candidates.

ProblemsPeopleEmployers utilize several metrics to measure the success

of their talent acquisition efforts; the most important – applicant quality is a top concern for nearly every

organization. Only a third of employers are very satisfied with the quality of applicants. Four out

of five employers cite quality of applicants as a challenge in their current workforce strategy and

two-fifths of employers report it as a significant issue for their business.

51%

of companies have open positions for which they can’t find quality candidates

of executives believe attracting and retaining talent is an issue for their company

83%

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Frustrations with talent acquisition’s product – i.e. candidate quality – most often stem from problems within the recruitment process itself.

Nearly two out of five organizations do not have a documented recruiting process to guide success. It is no surprise then that fewer than half of hiring managers, human resources professionals, and candidates are very satisfied with the recruitment process. Without a process, recruitment becomes disorganized and yields inconsistent results.

Yet, even those employers who have a documented process struggle to ensure alignment and understanding throughout their organization. After all, a process document alone does not equate to consistently performing the right behaviors across all stakeholders groups.

Our research found that those organizations that embrace fundamental recruiting truths – and align their recruitment processes accordingly – win the war for talent. Subsequent chapters will discuss how to embrace opportunities to optimize talent acquisition and achieve better business results.

THEROOT

CAUSE

Nearly 40% of organizations state they do

not have a documented recruitment

process

ONLY48% of HR,

38% of Hiring Managers, and 45% of candidates are very

satisfied with the recruiting process

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Fundamental Recruiting Truth: From the Beginning,

All Things Flow

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Job descriptions aren’t the most sensational talent management conversation topics. Nonetheless, these tools guide and direct a slew of downstream talent acquisition activity. The productivity of the recruitment process thereby depends on their clarity, accuracy, and ability to compel top talent.

By definition, job descriptions formally detail an employee’s responsibilities, as well as the exact skills and competencies a hiring manager requires of an employee to achieve business goals. Recruiters rely on these written accounts to define their sourcing and screening strategies. Potential employees also use the job description to evaluate whether their skills match those outlined by the employer, and whether they want to apply for the described opportunity. As a result, employers who fail to create quality job descriptions inevitably frustrate all parties involved in the hiring process, negatively impacting time-to-fill, candidate quality, and employee retention.

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BehaviorProviding clear job

descriptionsProviding enough

detail on technical aspects of jobProviding enough detail on

culture fit needed

Our research finds that three-quarters of hiring managers say they always provide a clear job description. Unfortunately, recruiters and candidates disagree. Only half of recruiters agree that hiring managers always provide a clear job description. Candidates are even tougher critics, as only a third agree. Our research further reveals significant gaps between stakeholder perceptions related to the technical details and culture fit needed within the job descriptions.

As recruiters must convey the details of open positions to prospective candidates, one might expect them to throw a flag on the lack of clarity and detail in hiring managers’ job descriptions. However, our research finds the partnership between hiring managers and recruiters is lacking in this regard. Three-quarters of recruiters say they always ask clarifying questions to ensure they have an accurate job description. Yet, only half of hiring managers say these clarifying conversations occur.

RECRUITMENT PROCESS GAP

Hiring Manager Perspective

72%

Always

67%

Always

57%

Always

HR Perspective

52%

Always

49%

Always

46%

Always

Candidate Perspective

36%

Always

31%

Always

27%

Always

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Improvement PotentialWith endless lists of projects, deadlines, and work emergencies it is easy to prioritize other seemingly more important and pressing activities over creating and communicating a solid job description. However, ensuring high-quality job descriptions for every open position predictably produces returns. Our research finds that recruiters who say hiring managers always provide a clear job description have higher

levels of satisfaction. The same is true for hiring managers who affirm that recruiters always ask clarifying questions about the job description. Even more beneficial is the increase in candidate satisfaction. Candidates who say employers always provide a clear job description are twice as likely to be very satisfied with the recruitment process.

Human Resources Satisfaction

When job descriptions are clear, HR satisfaction

increases by an average of 25%

Very satisfied

48% 73%

Candidate Satisfaction

When job descriptions are clear, candidate

satisfaction increases an average of 48%

Very satisfied

45% 93%

Hiring Manager Satisfaction

When HR asks clarifying questions to ensure

the job description is accurate, Hiring Manager

satisfaction increases an average of 25%

Very satisfied

48% 70%

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WHAT MAKES A JOB DESCRIPTION COMPELLING?

Candidates ranked the below as the most (top 3) intriguing aspects of an opportunity:

91%Duties &

responsibilities

69% Compensation, benefits & perks

41%Opportunities for advancement

41% Work environment

15%Employer’s brand

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What Separates the Leaders

• Belief that every job description matters: High-performing organizations believe the single most important activity to attracting and retaining top talent is creating high-quality job descriptions. While crafting a job description can be dismissed as a tactical duty, its strategic impact throughout the entire recruitment process cannot be ignored and must be respected from the highest to lowest levels of an organization. A recruitment process that sacrifices job description quality sinks time, energy, and money.

• Time investment: Organizations reporting the highest levels of satisfaction with candidate quality and the recruiting process overall invest two hours a week creating job descriptions – nearly three times more than the average-performing organization.

• Regular updates: Our research finds talent acquisition leaders update their job descriptions more frequently than do average or low performers. They recognize that the demands of the business change and evolve their expectations of their workforce accordingly. Best-in-class organizations ensure job roles are current by updating them on a formal schedule, no less than annually. They also consider new initiatives and the skills, behaviors, and competencies required of employees to successfully execute each.

• Position marketing: As an employer’s first, and sometimes only, chance to attract qualified candidates, job descriptions must be more than bulleted lists of what employers want. Accuracy and clarity are table stakes. Leading organizations also consider why an employee would want to accept this role, or the employee value proposition (EVP). How can employees further develop their skillsets; what opportunities for advancement exist; what is special about working for this particular team or on this particular project? They acknowledge and appreciate that top-quality candidates deserve to be compelled.

• Cultural representation: Our research finds that nine out of ten candidates think culture fit is important when deciding to accept a position. Hiring managers also report culture fit as a key factor in determining long-term employee retention and productivity. Consequently, providing details about the cultural environment empowers better screening for both the recruiter and the candidate throughout the recruitment process.

What is the business strategically trying to achieve from having this role on staff? How will the employee impact the organization or the team? What quantifiable results will be expected?

Which tasks and competencies will define success for the new employee? Who has been successful in the role (or similar roles) previously, and what set them apart?

Detail is always helpful, but it’s also important to prioritize a short list of must-haves. What are the three most important technical skills for this position? Which skills or experience are preferred but not essential for success?

CONSIDERATIONS WHEN CRAFTING A QUALITY JOB DESCRIPTION:

CONSIDERATIONS WHEN DESCRIBING CULTURE IN YOUR JOB DESCRIPTIONS:

Identify core beliefs. What values and behaviors do your highest performers demonstrate? What are common reasons why someone may struggle in their role?

What do employees say are the best aspects of working at your organization? What are the most challenging?

Describe the work environment. How do people and teams best work together within your business?

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Fundamental Recruiting Truth:

What You Don’t Know Can Hurt You

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Modern technologies have made it easier to apply to jobs. Candidates no longer have to selectively submit themselves for opportunities or spend money on newspapers, printing, stationery, and postage to apply to open positions. Employers receive more candidates, in less time, for every posted role.

However, from an employer’s perspective, not all candidates are created equal. With the influx of applicants, it takes more time to review and screen out unqualified applicants. If job descriptions are not clear and detailed enough, a recruiter’s screening process will unavoidably be inadequate. Moreover, without fierce commitment to thorough screening – validating a candidate’s technical skill, culture fit, and references – unqualified applicants with buzzword-laden resumes are bound to slip through to the interview stage, wasting valuable time, energy, and money.

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BehaviorHR performs effective job-related screening

HR performs effective culture screening

HR performs reference checks

Hiring ManagerPerspective

35%

Always

35%

Always

37%

Always

HRPerspective

80%

Always

68%

Always

37%

Always

65% of hiring managers say they discovered a misleading or

embellished statement on the resume

43% of organizations say they discovered a new hire did not have the skills they claimed (over the last 6 months)

Our study finds that four out of five recruiters say they always perform effective job-related screening. Yet, only a third of hiring managers perceive this to be true. Hiring managers are equally skeptical of the recruiter’s ability to effectively screen candidates for cultural fit. Recruiters are slightly more critical of themselves in this task. One area where recruiters and hiring managers agree is on reference checks: only a third in both groups believes that recruiters always perform reference checks.

Of course, only the most qualified candidates are worthy of submitting to busy hiring managers for interviews. Yet, two-thirds of hiring managers say they have discovered misleading or embellished statements on resumes – fallacies that waste their time and strain their relationships with the recruiters they count on to conduct screening stages prior to their own review.

The situation is worsened when even the hiring manager fails to screen adequately prior to extending an offer. Unfortunately, hiring unqualified or untruthful candidates is alarmingly common. Two out of five employers have discovered a new hire did not have the skills they claimed to possess during the screening stages.

RECRUITMENT PROCESS GAP

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IMPROVEMENT POTENTIALWhile many hiring managers believe recruiters are failing to fulfill their screening responsibilities, there are cases where hiring managers applaud recruiters’ screening capabilities. Hiring managers who report their recruiters are indeed screening for technical capabilities, culture

fit, and past performance via reference checks are twice as satisfied as their peers, reporting faster time-to-fill and higher levels of candidate engagement as well as employee retention.

Hiring Manager Satisfaction

When job-related screening, culture-fit

screening, and reference checks are always

performed, Hiring Manager satisfaction increases

an average of 31% Very satisfied

38% 69%

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• Clarity on the holistic job description: Discipline in crafting a clear and detailed job description is a must for effective screening to occur. Top-performing organizations arm recruiters with thorough insight into the responsibilities, as well as the desired skills, competencies, behaviors, and values of the right candidate for the job. They also include Employee Value Propositions in the job descriptions to empower recruiters to solicit the attention of top-quality talent.

• Alignment of screening questions: Talent management leaders create screening questions for recruiter and hiring manager interviews based on the job description. This alignment ensures each group evaluates candidates based on a common and established understanding of what is truly needed to perform the role successfully. Having two layers of screening against a common framework also helps catch potential untruths or exaggerations in a candidate’s presentation of his or her capabilities. Given that only two in five HR professionals believe hiring managers have the necessary training and skills to be a good interviewer, standardized questions can further provide valuable assistance to ensure candidates are screened sufficiently.

• A multi-step screening process: Organizations that are most satisfied with screening and recruitment overall are more likely to utilize several screening tactics prior to making an offer. Some of the most effective methods to screen for technical and cultural fit include peer-to-peer interviews and formal reference checks.

º Peer-to-peer interviews: Potential peers are most likely to utilize the technical skills the new hire should possess. Therefore, peers are often best positioned to evaluate their potential coworkers’ technical know-how. They also possess key insights into the inner workings of the team’s culture and what values or behaviors enable an employee’s success.

º Formal reference checks: Formal reference checks should verify a candidate’s skills and workstyle with a former supervisor who is able to speak in detail to the candidate’s previous duties and performance. At the latest, references should be performed prior to extending an offer, and optimally, prior to sharing candidates with the hiring manager to avoid unproductive time investment.

What Separates the Leaders

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Fundamental Recruiting Truth:

It’s Not Over Until the New Hire Sings

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Whether or not onboarding is officially part of the recruitment process, successful onboarding has an undeniable impact on recruitment productivity. Recruiters and hiring managers alike have a vested interest to ensure a new hire is warmly welcomed, comfortably acclimated, and formally set up for success, starting day one on the job. After all, without the right onboarding processes in place, hiring managers and recruiters end up with more openings that need to be backfilled.

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Hiring managers mostly affirm that they regularly perform specific onboarding tasks. Unfortunately, recruiters and candidates are more likely to say these events do not, in fact, occur. For example, more than four-fifths of hiring managers say they always ensure new hires are fully introduced to their teams and/or peers. Yet, only two-thirds of those in HR believe this to be true. Even worse, only two-fifths of candidates say this always occurs. The statistics remain essentially unchanged when asked if hiring managers always give new hires a tour of the company within the first week.

Hiring managers are more critical of their preparedness to equip a new hire with all they need on day one. Just over half of hiring managers say they are always completely ready for a new hire’s first day. Recruiters and candidates agree and are more skeptical, with just over a third in each group reporting that hiring managers are always completely ready to set up a new hire for success.

RECRUITMENT PROCESS GAP

BehaviorHiring Managers are

completely ready for new hire’s first day

Hiring Managers ensure new hires are fully introduced

to their teams/peers

Hiring Managers give new hires tour of company

within first week

Hiring ManagerPerspective

56%

Always

85%

Always

78%

Always

HR Perspective

37%

Always

68%

Always

72%

Always

Candidate Perspective

37%

Always

40%

Always

44%

Always

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TALENT ACQUISITION

is a Major Investment

55 days: average time to fill full time positions

50 days: average time before new

hire is productive

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Improvement PotentialIt takes an average of 55 days to fill a full-time position. On average, it takes another 50 days before a new hire is productive. Effective onboarding is essential to ensure these significant time investments generate expected returns for the business.

Additionally, there is only one chance to make a first impression. From a new hire’s perspective, introductions to their working group are important to fostering a team environment and sense of connectedness to the new role. Equally important are the logistics of where to find various resources and people required to perform a job successfully. Hiring managers who are unprepared for their new hire’s first day can leave a sour and lasting impression that is difficult to reset.

Candidate Satisfaction

When Hiring Managers are completely ready for

the new hire (the new hire is introduced to teams/peers and a tour of the

company is given within the first week), candidate

satisfaction increases an average of 38%

Very satisfied

45% 83%

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• Structured onboarding process: Leaders in talent management recognize the importance of a thoughtful onboarding process that communicates the value they place in their employees by addressing the steps necessary to welcome, acclimate, and integrate new employees into their job functions and the company culture. Best-in-class organizations formally define the onboarding process for the employee’s first day, with additional milestone expectations set for the employee’s first week and first 30 days, at minimum. They also ensure each step in the onboarding process has a designated owner (hiring manager, HR, IT, facilities, executive leader, employee, etc.) to ensure accountability for its completion.

• Onboarding feedback loops: What gets measured gets done. Organizations that respect the value of quality onboarding are more likely to capture new hire feedback in an onboarding survey or similar formal feedback loop. To maximize effectiveness, leading organizations collect feedback early enough in the process to allow for necessary course corrections before employee concerns begin to fester. Additionally, they document employee feedback and analyze it for trends or themes that can be addressed to holistically elevate process performance and employee satisfaction.

• Proactive development of 30, 60, and 90 day plans: Leading organizations ensure hiring managers consider and create 30, 60 and 90 day plans for new hires, often when requesting budget for a new role. Documenting expectations of a new hire in the first 90 days of his or her employment is of significant organizational value as it meets the needs of multiple stakeholders in the recruitment process. Hiring managers can utilize these plans to formulate a clear and accurate job description. Recruiters can leverage them for sourcing and screening guidance. And, new hires rely on them to understand specific expectations of their roles so they can be successful.

• Socialization: A personal connection to one’s workplace has been proven to result in higher levels of engagement and discretionary work investment from employees. While lower-performing organizations tend to lack onboarding structure or focus solely on the technical and logistical aspects, high-performers recognize and invest in the emotional aspects as well. They make concerted efforts to socialize their new hires, leveraging tactics such as sponsored welcome lunches, happy hours, or coffee meetings with team members to encourage connectedness. Even simpler or budget-free activities like a customized email from the hiring manager introducing the new hire to the team on a personal level pays dividends in fostering a stronger relationship between the employee and new hire, positively reinforcing their decision to accept the new role.

• Recognition and reward of helping hands: The most successful onboarding processes acknowledge the “it takes a village” principle. No one stakeholder can hover over a new hire’s every interaction to facilitate a smooth transition into the new role. Moreover, new hires may not feel completely comfortable voicing their rookie questions and concerns to their boss or human resources. Leading organizations therefore ensure they recognize the often unsung heroes to onboarding success – those peer-level employees who voluntarily befriend, assist, and support the new hire as he or she acclimates into their new position. A simple but specific and public acknowledgement of the value these new hire helpers bring to the organization can go a long way to encouraging the right behaviors continue and grow in their pervasiveness.

What Separates the Leaders

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Fundamental Recruiting Truth: You Get

What You Give

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Many organizations measure the results of their recruitment processes. How quickly are candidates obtained after we post an open requirement? What is the interview-to-hire ratio? What is our time to productivity, post-placement? In other words, they examine how satisfied they are with the recruitment process based on its speed, efficiency, and candidate quality.

Winning recruiting processes go further. They recognize their bidirectional nature in serving both the employer’s as well as the candidate’s best interests to achieve a mutually beneficial outcome. After all, the more satisfied candidates are with the recruitment process, the more attractive the employer and its opportunities appear. The more attractive the employer and its opportunities, the more compelling openings are to top talent – and the faster recruiters can fill positions with quality people.

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Hiring the wrong people at the right time, price, and place will not move the business forward. The candidates themselves – whether they are the best for the job or not – truly define a recruiting process’ success. While the majority of recruitment stakeholders say candidate quality is a key recruitment performance metric, most are only looking at candidate

quality through one lens – their own. Two-thirds do not consider candidate satisfaction a key performance measure. They fail to recognize that providing better candidate experiences directly facilitates getting better candidates into their talent pipelines.

RECRUITMENT PROCESS GAP

of employers rank the candidate experience as one of the top 3 performance metrics in talent acquisition

35%ONLY

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Improvement PotentialOrganizations that rely on candidate satisfaction as a top performance metric reap positive rewards. Namely, they are significantly more likely to say the following are not issues for their recruitment process:

These organizations’ ability to find more, higher-quality candidates faster and for less money is tied to the direct relationship between candidate satisfaction and employment branding. Technology enables one person’s opinions to reach millions in a matter of seconds. Employees with negative experiences during a recruitment process – the job description lacked clarity, the application process was cumbersome, feedback was absent or poorly delivered, etc. – can and do tell the world on social media and employment rating sites. As today’s job seekers perceive these forums to provide more honest and accurate assessments about an organization than the employer’s own marketing messages, leading companies not only pay attention to what’s being said about them – they also ensure they are responsive, designing talent acquisition strategies that acknowledge and prioritize the candidate’s opinions and feelings through the recruitment process.

Quality of applicants

Quantity of applicants

Time to fill

Cost per hire

Onboarding process

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• Consistent communication: Candidates expect employers to communicate with them throughout the hiring process, rating consistent communication as the most important aspect influencing their satisfaction with a recruitment experience. In many cases, job seekers prefer more frequent communication than is typically received. For instance, candidates want employers to follow up within a week after they apply or after they interview. Yet, candidates say recruiters usually take two or more weeks to follow up after each of these steps. Candidates also want employers to stay in touch even when there is no change in process status. Leading organizations ensure their job candidates are contacted at least on a weekly basis, and make a point to utilize personal communication whenever possible, rather than automated form letters, especially for candidates who have passed beyond the resume application stage.

• Accurate job descriptions: Four out of five candidates say a clear job description is one of the most vital aspects defining their recruiting process experience. Yet, only two-fifths of candidates say employers always execute in this area. Top recruitment processes make a point to arm their recruiters with the insight required to have intelligent conversations with candidates. Recruiters at these companies don’t just regurgitate bulleted lists of job duties when conducting their recruiting conversations; they thoroughly and accurately promote the roles they seek to fill, speaking in detail to the strategic goals, potential career paths, and team dynamics at play in each position.

• Responsiveness: Two-thirds of job seekers rank recruiter responsiveness as one of the most important aspects of the recruiting process. Certainly, little damages the candidate’s experience more than being ignored. Leading recruitment processes understand that a candidate has many considerations in evaluating a job opportunity – questions are bound to arise during the recruitment process. They also recognize top-quality talent isn’t just sitting around waiting on their recruitment process – these candidates have other options. Consequently the highest-performing recruiting processes are sure to set and enforce expectations for speedy responses for any and all candidate inquiries. Even when candidates are not the best match for one particular open position, these organizations know they could be perfect for one another and are sure to treat them with the respect they deserve.

What Separates the Leaders

consistent communication throughout the process

85%

accurate job descriptions

81%

responsive to my calls and emails

63%

Top Drivers of Candidate Satisfaction with

Recruitment Process

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Fundamental Recruiting Truth: There Is Such a Thing as

Over-Automation

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The positive and revolutionary impact of technology on recruitment is undeniable. Employers today can reach a wider candidate audience than ever before. Job seekers can apply to postings with one click. The result for both parties is greater access in fewer steps or via simpler measures.

For the recruitment function, however, it’s critical to remember that productivity relies on more than volume, speed, and cost dimensions. Matching human beings to job openings in which they will work for and with other human beings cannot and should not be fully automated. It is a process that requires art as well as science for success.

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Almost three-quarters of employers agree the recruitment process has become more automated in the last five years. They cite an ability to reduce the time it takes to respond to and review applicants as recruitment technology’s most beneficial aspects. However, six out of ten employers also say they have encountered unintended consequences or drawbacks because of the increased use of technology in the recruiting

process. The screening stage is most impacted as half of employers cited more difficulty in judging cultural fit and/or skill fit. A third of employers also blamed automation for slowing down the recruitment process as electronic-only communication often limits the ability to which stakeholders truly understand each other.

RECRUITMENT PROCESS GAP

of organizations say the recruitment process has become more automated in the last five years71%

54%

cite more difficulty in judging culture fit

33%

cite a slower recruitment process

46%

cite more difficulty in judging skill fit

of organizations say they have encountered unintended consequences or drawbacks because of the increased use of technology in the recruiting process including:

60%

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Improvement Potential

Of course the best recruitment processes embrace

technology. Volume, speed, and cost must be considered

priorities. But, leading organizations weigh these

metrics appropriately. They are balanced in tandem with the

need to place quality people through a process that respects

and values their humanity.

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SAMPLEPERFORMANCE METRICS:

Speed: Time to submit

Quality: Submission to interview ratio

Quality: Interview to hire ratio

Quality: Hiring manager satisfaction Quality: Candidate satisfaction

Cost: % within rate expectations

Speed: Time to review/qualify

Quality: Recruiter satisfaction

Quality: Candidate satisfaction

Quality: Onboarding scores

Cost: % within rate expectations

Hiring ManagerPerformance Metrics:

Recruiter Performance Metrics:

• Technology for organization and reporting of data: Today, most organizations rely on job boards and applicant tracking systems (ATS) to house and access job candidate information. The highest performing recruitment processes go further to measure and monitor key performance indicators (KPIs) and service level agreements (SLAs) across recruitment process steps and stakeholder groups. Reporting against a defined set of cross-functional metrics aligned to business goals enables richer, data-driven conversations about process pitfalls and facilitates continuous improvement throughout the recruitment process.

• Insisting on personal communication for iterative discussions: High-performing organizations do not hesitate to use human contact for key transactions throughout the recruitment lifecycle. Specifically, phone or face-to-face conversations are leveraged over electronic communications to qualify new job requirements, explore HR hiring challenges, understand hiring manager acceptance or rejection trends, and provide interview feedback to candidates. Any process step in which collaboration is needed or new information is going from one person to another is best supported by a personalized discussion to ensure mutual understanding and to build upon a sense of respect and partnership.

What Separates the Leaders

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RECAP

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Leading organizations understand that people are critical to operational success and therefore invest the time to continuously optimize their recruitment processes. The best talent acquisition practices are rooted in behaviors that, while seemingly obvious necessities, are common process pitfalls for lower-performing companies.

Summary of Fundamental Recruiting Truths:

A renewed focus on improving recruitment processes in alignment with these fundamenal truths will help to align recruitment stakeholder priorities and produce tangible results for the business, improving recruitment speed, costs, and talent quality.

From the Beginning, All Things Flow – Nail great

job descriptions

What You Don’t Know Can Hurt You – Screen

like a true talent detective

It’s Not Over Until the New Hire Sings – Onboard or risk man

overboard

You Get What You Give – Prioritize the

candidate experience

There Is Such a Thing as Over-Automation

– Balance technology with personalization

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About UsAllegis Group is the global leader in talent solutions focused on working harder and caring more than any other provider. We’ll go further to understand the needs of our people – our clients, our candidates, and our employees – and to consistently deliver on our promise of an unsurpassed quality experience. That’s the Allegis Group difference, and it’s consistent across every Allegis Group company. With more than $11 billion in annual revenues and over 500 locations across the globe, our network provides businesses with a comprehensive suite of talent solutions — without sacrificing the niche expertise required to ensure a successful partnership. Our specialized group of companies includes: Aerotek, TEKsystems, Allegis Global Solutions, Aston Carter, Major, Lindsey & Africa, Allegis Partners, MarketSource, and EASi.

Visit www.AllegisGroup.com to learn more.

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