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.)
- Service Level Agreement (SLA): We developed and rolled out separate SLAs for hourly and salary roles. These tools provide hiring managers with a clear understanding of each step in the recruiting process, expected timelines, and their role in moving candidates forward. This has improved alignment, accountability, and speed in the hiring process.
- Manager & Supervisor Training Resources: We created a training offering chart that includes recruiting and employee experience topics for all new managers and supervisors. This has also been built into the annual leadership training program, ensuring consistency and continuous reinforcement.
- Application Stage Survey: We introduced a candidate survey triggered after candidates are dispositioned. The purpose is to capture feedback on how quickly HR responds to applications, helping us monitor timeliness and improve communication.
- CandE Stamp Integration: We added the CandE (Candidate Experience) award stamps to all offer letters. This reinforces our employer brand and keeps candidates excited, knowing our company has been recognized in this space.
- DISC Assessment in Onboarding: We incorporated DISC assessments into our onboarding process. New hires now receive a communication-style badge on their first day, which encourages better integration with their teams and builds awareness of communication styles right from the start.
- “How We Hire” Career Site Page: We developed a dedicated page on our career site that explains our hiring process and timelines. This resource has reduced candidate uncertainty and decreased the number of process-related questions directed to HR.
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 shared results from our previous CandE survey, highlighting specific feedback from candidates on communication gaps.
- We presented findings from our disposition email survey, which allowed leaders to see exactly what candidates were saying about their experiences.
- We compared our results to benchmark data from other companies, highlighting areas where we could differentiate ourselves.
- We first engaged senior leadership with this data, then discussed it in monthly manager meetings to build alignment, foster accountability, and secure commitment to the changes.
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.)
- “How We Hire” Career Site Page: This has been impactful because it proactively answers candidate questions and reduces uncertainty. By outlining the hiring process and average timelines, it has reduced repetitive inquiries and increased candidate confidence.
- Application Stage Email Attachment: By adding a process overview attachment to the confirmation email that candidates receive after applying, we immediately set expectations about what comes next, which builds trust and transparency.
- Recruiting SLA for Hiring Managers: The SLA is good because it clarifies responsibilities between HR and managers, which has shortened delays in feedback and accelerated the overall hiring timeline.
- Automated Candidate Status Notifications: This ensures candidates receive timely updates at key stages (phone interview, hiring manager review, in-person interview), significantly improving the perception of communication and respect.
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 are seeing more candidates reapplying after being dispositioned, which indicates that even those not selected had a positive enough experience to try again.
- We’ve received direct feedback from candidates through surveys and emails. For example, one candidate commented: “Even though I wasn’t selected, I appreciated knowing exactly where I stood and how quickly I received updates.”
- The number of candidate questions sent to HR about the hiring process has decreased since launching the “How We Hire” page.
- Hiring managers are responding faster to resume reviews and candidate updates now that the SLA is in place, which shortens time-to-fill.
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.)
Yes. Candidate experience data is regularly reviewed and reported back to leadership and managers:
- We analyze feedback from disposition surveys submitted via Qualtrics and track trends in responsiveness, communication quality, and overall experience.
- We monitor the number of candidates who reapply after being dispositioned, which serves as an indicator of strong employer branding.
- This data is shared quarterly with leadership and recruiting teams. Leaders are asked to review the findings and provide feedback on areas where we can continue to improve, creating a cycle of accountability and continuous progress.
