THE TALENT JOURNEY How to Build a Holistic, High-tech Experience that Elevates Every Phase of Talent Engagement, Helping to Build, Nurture and ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
THE TALENT JOURNEY
How to Build a Holistic,
High-tech Experience that Elevates
Every Phase of Talent Engagement,
Helping to Build, Nurture and Grow
Your Talent Community
NEXTTABLE OF CONTENTS Human IZING
THE TALENT JOURNEY
3...................... Introduction
4..................... The 7 Phases of the Talent Journey
5...................... Sourcing
8...................... Application
10.................. Evaluation
12.................. Offer
14.................. Onboarding
16.................. Growth and Development
19.................. Re-engagement
BACK NEXT 2INTRODUCTION Human IZING
THE TALENT JOURNEY
AS JOB SEEKERS, we are all self-centered. It’s only human.
We focus on how a job or role will support our lives today and
shape our careers tomorrow. It’s an “all-about-me” mindset,
which is why the journey can quickly become disappointing for
many job seekers. Candidates start out thinking the recruitment
process is about them, but many times end up feeling forgotten.
For some, it starts because of drawn-out processes inside
businesses. According to a PwC study, 67% of candidates who
say they’ve had poor recruitment experiences attribute their
frustrations to businesses that drag out the process longer than
a month. For others, it happens as they proceed through the
interview process. The primary reason job seekers report a negative
recruitment experience is due to recruiters and hiring managers
who don’t respect their time by “canceling, showing up late or being
unprepared for an interview,” according to an Indeed survey.
As strong candidates drop out of a slow, unresponsive and
frustrating process, companies miss out on opportunities with
top talent. They forfeit great hires because they fail to see
recruitment from the candidate’s perspective, commoditizing
rather than humanizing the talent journey.
BACK NEXT 3THE 7 PHASES OF
THE TALENT JOURNEY Human THE TALENT JOURNEY
IZING
On the other hand, talent acquisition teams that are able The challenge is that many talent acquisition teams struggle
to build a human-centered, tech-enabled journey—one to think beyond the immediate hire. They focus their lens only
that is personalized, intuitive, efficient and insightful—have on their immediate goals as they recruit (find the candidate, fill
the foundation needed to build a loyal, growing talent the job and move on), forgetting that companies with the best
community. Humanized and holistic, the right talent journey understanding of the candidate’s perspective and value will
future-proofs companies with great candidates and fosters stand out. Is your talent journey humanized? Commoditized?
a strong employment brand that can attract talent on its Somewhere in between? The only way to find out is to take the
own. And the power of the employer brand should not be journey, step by step, from the employee perspective. Join us in
underestimated in recruiting: According to LinkedIn’s Global an exploration of the seven phases of the talent journey to see
Talent Trends report, “80% of talent acquisition managers whether your engagement efforts and technologies are reeling
believe that employer branding has a significant impact on people in or sending them away, and what can be done.
the ability to hire great talent.”
THE 7 PHASES OF THE TALENT JOURNEY
SOURCING APPLICATION EVALUATION OFFER ONBOARDING GROWTH AND RE-ENGAGEMENT
DEVELOPMENT
BACK NEXT 4PHASE 1: SOURCING Human THE TALENT JOURNEY
IZING
“Quick! I want to know more and hear more from you.”
- The Candidate
WHAT JOB SEEKERS WANT candidates. It reflects what the employer is willing to share,
but not always the details candidates need to make the right
In this very first phase of the talent journey—sourcing—
choice about applying. That makes opening up a line of
job seekers are excited, curious, optimistic and hungry for
communication with potential candidates essential.
information. And, in most cases, they are pursuing multiple
opportunities and employers, which means you rarely have If a candidate has questions about the job or the recruitment
their full attention. What do they want? Two essential things: process, how are they submitted? Do they receive both
information and responsiveness. They want to understand acknowledgement of their inquiry and a timely response? Or,
the opportunity, the pay, the workplace culture, the benefits, do most questions go unanswered due to time constraints and
etc. And, they want to be able to ask questions and get quick limited resources? Are you communicating with candidates via
answers if the information isn’t easy to find. the methods they use and prefer, such as texting? When their
questions and outreach attempts are overlooked or ignored,
ARE JOB SEEKERS GETTING IT?
it’s an early and clear signal to candidates that they are going
Is information provided in the sourcing phase of your to be treated as “one of many” rather than an individual to
recruitment process specific or is it general and vague? engage. It stunts (even stops) their relationship with your
Put yourself in the shoes of a job seeker and consider the organization before they’ve even begun.
information provided. How many questions are answered
around salary, timeframe, location, benefits, culture, etc.? How ARE REFERRALS CONNECTING?
many questions remain open? If there are lots of unanswered
Those same questions are also important to consider when it
questions, how can a candidate get timely answers?
comes to referrals, one of your most essential talent sourcing
In many cases, the information provided by employers in streams. Are referred candidates getting the engagement and
the sourcing phase is either is too general or too specific for responsiveness they need? According to HR Technologist,
BACK NEXT 5PHASE 1: SOURCING Human IZING
THE TALENT JOURNEY
for example, referred candidates are 55% faster to hire than
candidates sourced through career sites and job boards.
As you examine sourcing practices, be sure to consider
this talent pool as well. Are their outreaches receiving
confirmation? Are their questions being answered?
WHAT CAN BE DONE?
Automation can play a powerful role in humanizing candidate
engagement in the sourcing phase. While not human, AI-
driven conversational bots fulfill a simple human need in the
sourcing process: to be recognized.
With a bot, candidates can submit questions and receive
immediate feedback, whether that’s more information or HOW CAN TECH HELP?
simply an acknowledgement that the question has been • Use automation tools to rapidly
received and will be answered. Talent coming in through
your referral programs can also receive automated welcome
acknowledge candidate outreach.
resources and messages, giving them that critical reception • Leverage chat bots to begin relationship
that tells them this organization is worth their time.
building and information gathering.
All these simple, tech-enabled acts of responding to
candidate inquiries ensure timely responses to outreach,
BACK NEXT 6PHASE 1: SOURCING Human IZING
THE TALENT JOURNEY
thwart the dreaded blackhole effect and bring humanity to
the recruitment process right from the start. “The Future
of Recruiting Is AI and Automation,” a research survey and
report from TLNT, revealed that conversational bots save both
recruiters and candidates time. By helping candidates schedule
interviews using recruiter calendars, bots can help time-to-
interview shrink by as much as 79%.
When it comes to reaching out to potential candidates,
automated or manually, it’s important to be true to your culture.
Are you an informal company that projects openness and
creativity? Make sure you speak that way to candidates and
reflect that in communications. Are you more of a conservative
organization with long-held values? Share that side of you. Let
candidates experience the company culture right from the start HOW CAN BETTER COMMUNICATIONS HELP?
and assess early on how their values align with the business. • Don’t be generic. Whether through
Another key communications reminder is to consider their
automated communications or direct
time. Everyone’s time is limited and precious. If candidates have outreach, infuse your brand and values
questions, acknowledge them whether via AI chat bots, text, into the communications.
social media or email. If you don’t have the answer, let them
know. Good communication in recruitment is not always about
having the perfect answer. It’s about having an answer that
makes the candidate feel heard and valued. Good candidates
will wait for an answer from a thoughtful potential employer.
They will quickly move on from an unresponsive one.
BACK NEXT 7PHASE 2: APPLICATION Human IZING
THE TALENT JOURNEY
“Can I complete the application before my lunch break ends?”
- The Candidate
WHAT CANDIDATES WANT HOW CAN TECH HELP?
When it comes to applying for a job, candidates want the Create an optimized,
application process to be simple, fast and easy. Why? First,
digital application process
because they are accustomed to the user friendly, mobile-
first apps they use every day—apps that allow them to do
that saves serious time
almost anything in minutes right from their phones, from and captures more talent.
applying for a mortgage to booking a vacation to ordering
food, gifts, supplies and clothes. Second, because time is
limited and people are busy. A long, cumbersome application
process all but guarantees a high applicant drop-off rate.
HOW CAN BETTER
ARE YOUR CANDIDATES GETTING IT? COMMUNICATIONS HELP?
To assess your application process from the candidate’s Acknowledge their
perspective start by looking at the data. Who is dropping
interest and keep them
out, when and why? Once you have the numbers, test the
process. Apply for a job or two and test for usability, speed and in the talent pipeline.
simplicity. How long did it take? How easy was it to complete?
Could you finish it on a short coffee break or would you need
to set aside an hour? Can it be done by smart phone as easily
as it is done from a laptop? Do the frustrations you encounter
match what your data is telling you?
BACK NEXT 8PHASE 2: APPLICATION Human THE TALENT JOURNEY
IZING
WHAT CAN BE DONE? OR:
If you see high drop-off rates in your application process, “While we are thrilled to have your application on file, you
you have clear evidence that it is too laborious. It’s a signal don’t currently fit the needs of our UX Developer opening. We
that it’s time to rework it with today’s job seekers in mind. will be sure to alert you of new opportunities that might suit
That means optimizing and accelerating the application with you and your skills. We are very grateful for your interest…”
user-centered design best practices. The goal is to create an
intuitive process that takes no more than 10 minutes and can While candidates prefer to get the first message over the
be completed with equal ease on any device, whether it’s a second, they are both welcome communications—especially
smartphone, tablet, laptop or desktop. when the messages conveyed are genuine and true to the
company’s brand and voice. They demonstrate gratitude
In addition, thoughtful communications can and should for the candidate’s effort and time, which is why you should
be integrated into the application process, from sending never stop communications simply because the business got
confirmations to those who have completed applications what it needed. Gratitude towards both the talent you hire
to alerting candidates who have an incomplete application and those job seekers you pass on pays off. It builds goodwill,
in progress. These automated notifications are another and a company with goodwill across the marketplace will
way of letting candidates know that the business hasn’t generate strong referrals. Everyone wants to work for a
forgotten about them and is grateful for their efforts. Once company where people matter.
an application is reviewed, candidates should also receive
updates, such as:
“We’ve looked over your application and are excited about
a potential fit with an opening at our company. We will
be sending you an interview request and look forward to
getting you on our interview schedule.”
BACK NEXT 9PHASE 3: EVALUATION Human IZING
THE TALENT JOURNEY
“I hope they give me a fair shot at this job.”
- The Candidate
WHAT CANDIDATES WANT
When it comes to the evaluation process, from interviews
to skills assessments, candidates want a fair opportunity
to showcase their experience and skills. They want to
understand how and when they will be evaluated so they can
prepare and set themselves up for success.
ARE YOUR CANDIDATES GETTING IT?
Even highly confident candidates can find themselves
nervous wrecks when they don’t understand the interview
and assessment process. What will the interview look like
and when will it happen? Will it be video or in person? Who HOW CAN TECH HELP?
will be involved and how long will it take? Will there be a
skills assessment? If so, how long will it take? These are just Provide automated scheduling tools to
some of the many questions going through their minds. give candidates more control and insight
Consider how much preparation and insight candidates in into the process.
your recruitment process are getting ahead of assessments
and evaluations. Are you answering these questions in a
timely manner? Are you sending them to interviews and
assessments well informed and prepared?
BACK NEXT 10PHASE 3: EVALUATION Human IZING
THE TALENT JOURNEY
WHAT CAN BE DONE?
More information and preparation can improve the evaluation
phase of the journey for candidates, and automation can play
a powerful role in fulfilling both. For example, automated tools
for scheduling interviews and assessments give candidates a
greater sense of control. Candidates get to choose dates that
work within their schedules and give them the time they need
to prepare. Automation is also a way of preparing candidates
with useful information. For example, once an interview and
assessment is scheduled, talent acquisition teams can send
out an automated prep toolkit that includes date and time,
format (video, in-person, phone, etc.), who will participate
and some guidance on what to expect.
While automation can deliver lots of good information,
remember that some candidates will want more personal
HOW CAN BETTER COMMUNICATIONS HELP?
engagement as they prepare. It’s a good moment to get
human and check in with a personal text or email: “We are Offer interview prep sessions and tools to help
excited to see you for your interview at DATE and TIME with candidates succeed.
INSERT NAME. We think you are going to enjoy seeing our
workplace and culture in action. If you have any questions
before you come in, let me know. Otherwise, I will see you
in just a few days.”
BACK NEXT 11PHASE 4: OFFER Human THE TALENT JOURNEY
IZING
“Great start…but can we talk?”
- The Candidate
HOW CAN TECH HELP?
WHAT CANDIDATES WANT Send out offers across
The offer phase is a lot like the sourcing phase in which
multiple platforms to
information accuracy is really important. However, once ensure fast delivery
candidates have all the details on the offer (and remember and response.
they want them all), they also want a chance to negotiate and
discuss. How and with whom do they negotiate job elements
like pay, location and work schedule?
ARE YOUR CANDIDATES GETTING IT?
Businesses tend to be good at getting job offer details to remote work, higher pay or a flexible schedule. Oftentimes,
candidates in a timely manner because it’s the step right the offer phase is handled as a race to fill the position rather
before filling a job. HR teams are motivated to do it quickly than the way job seekers see it: an opportunity to ensure they
by hiring managers who need roles filled. For highly sought are getting and taking the best job opportunity.
after candidates with in-demand skills, ensuring the offer is
WHAT CAN BE DONE?
received and read is key. They may be getting several offers
at once. For all candidates, ensuring that information is To ensure your candidates receive offers in a timely manner,
thorough and accurate is essential. deliver the information across multiple platforms and with
the details spelled out (pay, benefits, start date, training
What many candidates are missing after the offer arrives is a requirements and onboarding details). Whether via call
chance to negotiate for what they want from the job, such as or video chat, it’s a wonderful thing to get a job offer and
BACK NEXT 12PHASE 4: OFFER Human IZING
THE TALENT JOURNEY
involving people in the celebration humanizes the moment.
It also creates an opportunity to showcase the values and
personality of your company culture with a congratulations
and welcome message that speaks to your employment brand.
Personal engagement at this phase also opens up the door
to the negotiations candidates are looking to have. “Is
there anything here you want to discuss or need to better
understand in the offer?” Some candidates will be managing
multiple offers and negotiating is a way to understand their
full opportunities. Other candidates may simply need to
hash out offer details with a trusted resource and personal
outreach is a way to do that.
It’s also important to remember that this phase of the talent
journey is an opportunity to build a foundation of openness
and trust. That’s true even for candidates who do not receive
an offer. Make sure any candidate who went through the full HOW CAN BETTER COMMUNICATIONS HELP?
interview and evaluation phase with your company, when
possible, receives feedback on how they did, why they didn’t Give candidates opportunities to discuss and
get the offer and what’s ahead (“we will keep looking for even negotiate the offer.
opportunities for you”). This is the kind of added outreach
and candid communication that forges employment bonds
and adds brand ambassadors to your talent community.
BACK NEXT 13PHASE 5: ONBOARDING Human IZING
THE TALENT JOURNEY
“Am I starting a job or writing a thesis?”
- The Candidate
WHAT CANDIDATES WANT
Candidates are a lot like employers in the onboarding phase.
They are ready to get to work and excited to get to know the
employer. They want to be on the job, engaged and useful
as quickly as possible. Onboarding is also the moment of
that essential first impression—that first real experience with
a new employer. They are looking for a positive kickoff to a
new work experience.
ARE YOUR CANDIDATES GETTING IT?
Onboarding can be a famously lengthy process with lots
HOW CAN TECH HELP?
of forms to fill in, information to digest and rules and Digitize and accelerate onboarding paperwork
regulations to learn. It can feel like a barrier rather than a processes with user-friendly applications.
transition to the workplace.
BACK NEXT 14PHASE 5: ONBOARDING Human IZING
THE TALENT JOURNEY
WHAT CAN BE DONE?
Many aspects of onboarding can be done online and early.
For example, why have new hires come in to fill in paperwork
when they can show up on day one with it already complete?
The more HR can transition onboarding paperwork and data
collection to digital, cloud-based processes, the more time
hiring managers will have for the engaging, human side of the
process: welcoming, prepping and training their new hires.
Good communication throughout onboarding is also
essential. Let new employees know what onboarding consists
of. Will there be training? Will there be paperwork? How
long will it take? Onboarding is a great time for information
sharing and also for some strong facetime. Some businesses
use it as a moment for establishing cultural connections by
meeting leadership and enjoying a first lunch with key team HOW CAN BETTER COMMUNICATIONS HELP?
members. The key is to fuse your cultural values into the
welcome so your new hires have the best chance at quickly
Communicate the onboarding process ahead
evolving into loyal, high-impact employees. of time so candidates are prepared and excited.
BACK NEXT 15PHASE 6: GROWTH AND DEVELOPMENT Human IZING
THE TALENT JOURNEY
“How do I fit into the big picture?”
- The Employee
WHAT EMPLOYEES WANT
Once established and productive in their roles, employees
are on the job but their talent journey hasn’t ended. Every
employee will have a career arc and a personal story inside
your business. Most employees want a journey that advances
into new opportunities, greater responsibility and more
money. Every employee wants to connect with their colleagues
and the business culture. Are you helping your talent find their
place and map their paths forward? Are you helping them
leverage their skills and continue to learn and advance?
ARE YOUR EMPLOYEES GETTING IT? HOW CAN TECH HELP?
Employee training and development is a cornerstone of Schedule and automate regular check-ins and
strong HR and talent management practices. And for a simple milestone celebrations that demonstrate your
reason: if employees are growing in their roles, skills and commitment and talent focus.
ambition, the business will as well.
BACK NEXT 16PHASE 6: GROWTH AND DEVELOPMENT Human IZING
THE TALENT JOURNEY
WHAT CAN BE DONE?
To retain top talent, all businesses need to do the work it takes to provide new opportunities and growth.
That includes:
• REGULAR TWO-WAY PERFORMANCE REVIEWS Whether executed weekly, monthly or quarterly,
performance reviews help employees understand their progress and contribution in the eyes of
the employer. Two-way reviews, where employees are invited to give their own feedback and
ideas, allow employees to weigh in on how they’re doing as well as how their teams, managers
and the overall workplace are functioning.
• MENTORING AND COACHING Working with more experienced colleagues or those from other
areas of the business can help employees develop new skills, learn how to navigate different
workplace challenges and gain exposure to new ways of working.
• TRAINING AND DEVELOPMENT Give employees the opportunities to learn new skills and take
on new challenges with strong training and development programs.
• INTERNAL RECRUITING Before looking outside the organization to fill a job, first look inside. Your
company already has a pre-vetted, committed talent community. Increase your skills at recruiting from
within and employees will see your organization as a loyal employer and the workplace as a place of
opportunity for them.
• PROMOTION Most employees (there are exceptions) want to grow in their jobs and advance.
Train managers to map out growth plans with employees so they have a long-term vision of
their career inside the organization.
BACK NEXT 17PHASE 6: GROWTH AND DEVELOPMENT Human IZING
THE TALENT JOURNEY
In addition to growth opportunities, remember employees
are looking to connect with colleagues and the culture.
Most spend more than half their days on the job. The more
employees are given the chance to connect with their
colleagues the more fulfilling and fun the workplace becomes.
For HR and talent leadership teams, that requires encouraging
management and employees to build in time for connection
building and engagement. Celebrate employees and recognize
their efforts. Create reasons to reach out and connect.
For many businesses today, building deeper workforce
connections can mean volunteering together, creating
employee interest groups, sponsoring social events and more.
There are endless ways for businesses to create more cultural
engagement and it’s worth the investment. Glassdoor’s “Why HOW CAN BETTER COMMUNICATIONS HELP?
Do Workers Quit?” research report found that when workers
leave employers, it’s usually for better culture. Balance automated messages with personal
check-ins that ensure employees know you
care and are invested in their success.
BACK NEXT 18PHASE 7: RE-ENGAGEMENT Human THE TALENT JOURNEY
IZING
“Can I come back?”
- The Former Employee
WHAT FORMER EMPLOYEES WANT WHAT CAN BE DONE?
Employees who leave on good terms, for new work Simple actions, such as sharing company newsletters and
opportunities or for other reasons such as family obligations announcements or locking in automated birthday check-ins,
or health, should become part of your larger talent are ways to keep strong talent connected to the business.
community. They want to remain a part of your network and The key is to keep those connections alive so talented
you should want them, too. Happy former employees are people are not afraid to re-engage when the time is right.
like proud alumni who spread the good word about your
workplace, send strong talent your way and who might even A CAREER PATH IS LONG.
come back one day like a boomerang bringing new skills EMBRACE THE WHOLE JOURNEY
and energy. Afterall, legendary player Michael Jordan was For talent, the talent journey goes far beyond one job
welcomed back to the Chicago Bulls after leaving to play or employer. It’s a winding path of working, learning,
baseball for a few years. Welcoming talent back can be a experience, achievements, struggles, promotions,
championship move. connections and growth. Rather than serving simply as one
stop along the way, employers should consider their role
ARE YOUR FORMER EMPLOYEES GETTING IT? across the entire expedition.
Are you maintaining contact with alums? Not many
businesses do. They think of the talent journey ending when
a good employee walks out the door, but it doesn’t have to
be that way.
BACK NEXT 19PHASE 7: RE-ENGAGEMENT Human IZING
THE TALENT JOURNEY
Employers that embrace a holistic, tech-enabled approach
to talent engagement, from sourcing all the way to re- HOW CAN TECH HELP?
engagement, are doing more than building a better, more Schedule automated
loyal workforce. They are investing in the development of a
communications with
broad talent community–one that is rich in employees who
fuel innovation and growth from the inside and rich in proud
members of your talent
alums who fuel growth from the outside by sending new community.
talent and business opportunities back to the business. And
that’s a journey well worth investing in.
HOW CAN BETTER
COMMUNICATIONS HELP?
Personalize thank you
messages to employees
as they offboard as a way
to extend the relationship
and keep them within your
talent community.
BACK NEXT 20GETTING STARTED Human IZING
THE TALENT JOURNEY
NEED HELP HUMANIZING YOUR TALENT JOURNEY?
Our Branded Talent Community solution delivers an exceptional and mobile-first candidate
experience that grows a curated direct sourcing channel with services and technology.
REACH OUT TO LEARN MORE
21You can also read
