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W W W. M A I N E B I Z . B I Z 25 N OV E M B E R 1 3 , 2 0 1 7 H OW TO D rawing on data gathered from greater Portland job seekers and clients of Career & Workplace Directions, we've concluded that there is plenty of room for improvement when it comes to an organization's recruitment impressions. It starts with paying attention to communication at each point of the pro- cess of dealing with a job candidate. Our surveys of local clients from the past two years revealed: Many respondents frequently experienced poor communication throughout the process, which negatively impacted their impres- sion of an organization Based on these experiences, can- didates were inclined to opt out of the process and many decided not to re-apply for future posi- tions. "I am judging the culture of your organization by the way I am treated during the hiring process," one job candidate wrote. "I am a well-qualifi ed candidate. You might miss out on me next time." Communication in the application stage For many organizations, the applica- tion part of the process is automated — and applicants are accustomed to that. But applicants are often frustrated by a lack of response to let them know their application has been received. When they do receive an acknowledgment response, little or no additional infor- mation is provided. Companies focused on improving their candidate experi- ence are adding information about their hiring process timeline so applicants know what to expect. A few simple lines to inform can go a long way. Communication in the interview stage Once an applicant has become a can- didate, he or she is no longer a name, but an individual who has met your employees and spent time at your orga- nization. Candidates at this stage expect an organization's communication to take a more personal tone and approach. Frequently cited communication issues in this phase of the process are: Communication doesn't include information about the upcoming Interview process or provide updates if things change. Lack of post interview communica- tion and follow through on commit- ments. "After three on-site interviews, I received a 'no thank you' email 14 months later," one candidate wrote. Consideration for time and eff ort was missing from company communication. Be wary of the effect of social media With the advent of Glassdoor and other social media sharing places, news of negative experiences travels fast. By bet- ter understanding job candidates' critical touch points, and what makes positive and negative impressions you will be able to ensure that the potentially public nature of a candidate's experience with your organization furthers your compa- ny's reputation in a positive way — and keeps talented applicants interested. 5 steps to improve your candidate experience 1. Identify what your organization does consistently well in the hiring pro- cess. Share these things internally to recognize your own best practices 2. Find out what can be improved by reviewing your entire process with a "customer" mindset 3. Solicit and embrace feedback – from new hires and those not hired, read your Glassdoor and Google reviews and Facebook comments 4. Measure candidate experience, as you do your customer satisfaction 5. Create accountability and add customer experience to your recruitment metrics. With a new mindset and additional insights, you'll be able to critique and approach your talent acquisition pro- cesses in fresh ways, and boost your ability to attract and hire the talented people you are seeking to make your workforce exceptional. L R , f o u n d e r a n d p r i n c i p a l c o n s u l t a n t o f Career & Workplace Directions in Portland, can be reached at @ . B Y L E S L I E R O T H M A N Attract great candidates and commit to 'customer-like' communication CHAD WRIGHT - FRANCHISE DEVELOPMENT DIRECTOR 502-255-2297 | REMEDYFRANCHISE.COM LEARN MORE ABOUT US! BIG NOW'S THE TIME TO MAKE YOUR MOVE. Put your business development skills to work for you. Take the next step forward in your career with a Remedy Intelligent Staffing franchise. Get your piece of the $147 billion staffing industry with the resources and support of a national leader. AAA Energy's preventative maintenance programs can extend your mechanical equipment's life, while increasing its reliability and eciency. Be proactive, to keep your customers and employees comfortable, your products consistent, and your processes running smoothly. To learn more call 207.883.1473 or email info@aaaenergy.com Serving Maine, New Hampshire, and Massachusetts aaaenergy.com Proper Maintenance or unexpected repairs? HEATING AIR CONDITIONING REFRIGERATION MAINTENANCE DESIGN/BUILD

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