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(Editor’s Note: Today’s article is dropped at you by our friends at isolved, a trusted leader in human capital management technology solutions. Their Predictive People Analytics solution was recently awarded best talent intelligence solution on the HR Tech Awards. Congratulations to them and revel in the article!)
I recently participated in a lunch and learn session with the isolved People Heroes Tour team and a few of their clients on the subject of worker retention. It was a really informative session, and I hope you’ll take a look at the recording.
While I used to be a speaker, I also had time to be a participant and listen to a panel of isolved clients discuss their recruiting processes. It occurred to me as I used to be listening to their stories, that worker retention really starts before the job interview. Listed here are 4 components of the hiring process that link to worker retention.
Employment Brand. Organizations must be consistently promoting their employment brand, even after they wouldn’t have job openings. Hopefully, this can attract interested individuals to your profession site where they will opt-in to listen to about company information and openings. Recruiters can use this data to construct talent pipelines and stay in contact with potential candidates.
Learning about company culture and expressing interest in a job must be easy. The link to worker retention is two-fold. First, if the organization’s brand is lower than desirable, it should end in fewer people wanting to interact. Next, if the corporate’s technology is difficult to make use of, it should end in fewer people actually applying. The excellent news is that today’s technology allows organizations to have customized applicant tracking systems to suit their varied needs.
Recruiting Strategy Meetings. When a job opening does occur, the hiring manager and recruiting team can meet to place together a technique. That is an awesome time to debate the job requirements, team dynamics, possible recruiting sources, and the general hiring process. It’s also vital to substantiate a timeline for the hiring process because delays may be costly in so some ways – losing great candidates to a different offer, stress and frustration on the present team because they’re picking up extra work, and possibly additional sourcing expenses.
I consider that good processes yield good outcomes. When organizations conduct recruiting strategy meetings, they create and utilize a superb process. If managers are rushed to finalize hiring, they often make decisions … well, that they probably wouldn’t have made otherwise. You realize what I mean. These bad decisions impact worker retention.
Job Descriptions / Job Postings. I discussed within the last section that certainly one of the topics to debate in the course of the recruiting strategy meeting is the job. This may be the right time to have the hiring manager confirm the job description. Even once we recruit for a similar roles regularly, I might still have the hiring manager confirm the job description. It shouldn’t take long, and the job description is what we use to write down job postings, draft interview questions, screen applications / resumes, and ultimately make a hiring decision.
I’ve learned some lessons about job descriptions the hard way. A few of you may have too. I can have assumed that the job description was accurate, only later to find that the hiring manager had “made a couple of small adjustments” – which translated to something larger. Obviously, for those who’re recruiting for the flawed job, that impacts hiring and potentially worker retention.
Candidate Experience. Like worker retention, the candidate experience starts before the interview. It includes interacting with the corporate’s profession site, applying for a job, and all the next interactions. Organizations will want candidates to have good first impressions of the organization. For instance, just scheduling an interview must be easy. Candidates should have the opportunity to substantiate interview dates and times that work with their schedule.
Organizations cannot forget that the candidate is interviewing the corporate as much as the corporate is interviewing the candidate. What candidates experience has an impression on whether they are going to take the job. It also sets the stage for the worker experience. It’s not unreasonable for candidates to expect every little thing they were told in the course of the interview is true. And if it’s not … well, that can have an impact on worker retention.
No matter what’s happening within the job market, the organization’s talent acquisition process is a primary impression of the corporate. Make it one of the best it could be. While organizations won’t have the opportunity to completely eliminate turnover, it is feasible to administer it effectively. By taking a look at the organization’s talent acquisition process, it is feasible to enhance in areas that may positively impact worker retention.
- Create and monitor the organization’s employment brand.
- Conduct recruiting strategy meetings.
- Confirm the accuracy of job descriptions.
- Cultivate a positive candidate experience for all.
The excellent news is that today’s talent acquisition technologies can offer you features to administer these 4 critical areas. From a tech standpoint, the plus for the corporate is that the knowledge gathered in the course of the candidate experience (i.e., the interview) seamlessly transfers to the worker experience (i.e., onboarding and HRIS platforms).
In case you’re searching for a deeper dive into the connection between the candidate experience and worker experience, isolved’s fourth-annual HR Leaders Report: Champions of Change analyzes the employer-employee divide and the way HR decision makers are delivering worker experiences that matter even before the job interview.
I also encourage you to ascertain out isolved’s upcoming events and live and on-demand webinars. A few of the sessions are eligible for recertification credits with the Society for Human Resource Management (SHRM) and the Human Resources Certification Institute (HRCI).
Nobody desires to spend a ton of time and company resources hiring an worker only to have them quit after a couple of weeks or months. As organizations are taking a look at their operational goals and budgets for next yr, this can be a perfect time to review talent strategies, so the corporate hires and retains one of the best employees.
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