The Survale 2016 Candidate Experience Survey is out and the results are intriguing. While 80% said that Candidate experience was important to very important to their recruiting results, a full 54% of those HR and recruiting professionals surveyed indicated they have no formal process to measure candidate experience and improve it.
What’s more, for those who do measure the candidate experience process, methods and timing are all over the board. This is not surprising. While much attention and interest follows the topic of candidate experience, there is as much confusion around what candidate experience is, how to measure it and what the value is for doing so.
There is much good information out there about the value and importance of candidate experience from Survale, The Talent Board and others. Yet the Survale survey reveals the pulse of everyday recruiters when it comes to the topic.
The good news, is that by using tools like Survale, organizations can add structure, data and tools for managing and improving candidate satisfaction very easily.
The lack of clarity and purpose when it comes to managing candidate satisfaction is similar to the struggles companies are having managing employee engagement, satisfaction and retention. Organizations are slowly starting to consider that employment mirrors customer service in that if you can delight customers, most everything else works itself out.
The notion that delighting candidates and employees is the key to higher performance, is taking root. Yet few tools give organizations the structure to automatically gather and act on feedback from candidates and employees about their satisfaction and manage satisfaction through the talent lifecycle.
The ability to measure candidate experience, new hire experience, employee engagement, employee satisfaction surrounding various aspects of employment and more is a game changing capability.