Question 1: What key recruiting processes and candidate experience improvements have you identified and completed in the past 6-12 months? (Be as specific as possible with examples for each.)
Implemented a candidate outreach program in the region. We partnered with several universities, women’s leadership forums, D&I groups, and return to the workforce forums to provide equal opportunities for candidates across the region. This fostered diverse and inclusive hiring and enabled positive candidate experience across the region. We further followed standard interview processes of having panel-based interviews to ensure fair and consistent recruitment practices through the process, while also providing candidates constructive feedback through every round of interview. FAQs and sample questions were discussed with the candidates ahead of each interview to help prepare. This led to less than a 5% drop out.
Question 2: How did you build support and commitment within your team and your leadership to make these improvements? (Be as specific as possible with examples.)
We designed a Recruiter Capability Development Program that was implemented across SEA. This initiative included designing required curriculum that covered the entire hiring life cycle including identifying and understanding candidate Behaviours, industry and competitor mapping, creative advertising and branding, effective and efficient screening and interviewing processes covering live cases to eliminate unconscious bias, making the right decision to hire, preparing candidates for interviews through FAQs about the organisation, providing timely and constructive feedback, preparing hiring managers for interviews through interview guides and interview etiquette, offer management until onboarding. This led to improved capabilities and retention of our in-house recruiters, improving hiring efficiency by 75%. This also led to significant cost savings.
Question 3: Which of these improvements do you think are the most unique and innovative and why? (Be as specific as possible with examples for each.)
The Recruiter capability development program was unique as it helped our Recruiters prepare for futuristic planning and hiring, keeping them upskilled throughout the hiring cycle. They were better qualified to manage bulk, niche and executive hiring, while being able to effectively manage hiring manager demands.
Question 4: How do you know that your changes are making a difference and what data or evidence validates the innovative improvements you made? (Be as specific as possible with examples for each based on your people, your processes, and your technologies, and include any candidate quotes that validate the improvements made.)
We kept track of our hiring metrics that included time to close positions (hiring efficiency), cost savings, D&I hiring metrics through our ATS.
Question 5: Do you use any of your candidate experience benchmark data to quantify and demonstrate financial, referral, and/or employer branding business impacts and report to your leadership team, your recruiting team, and/or your hiring managers? If yes, how? (Be as specific as possible with examples.)
We have not measured candidate benchmark so far, however, have implemented several programs like the “IDP SEA Brand Ambassador Program” (branding initiatives through LinkedIn and our webpages) which led to improved visibility of the IDP employer brand in SEA, better engagement on LinkedIn (over 1k followers and 500+ engagements for certain posts) and also Launched and scaled a trusted internal referral program called “SEA Refer Friends” program, that bolstered our talent pipeline and strengthened employee engagement. This further led to better candidate experience and employee retention. This was reported to our leadership on a quarterly basis through engagement messages.
