TODAY’S POTENTIAL EMPLOYEES ARE ALSO LOOKING TO
UNDERSTAND HOW AN ORGANIZATION MIGHT SUPPORT
THEM IN REACHING THEIR FUTURE GOALS.
automated email saying, ‘Thank you for your resume,’” said Parkin.
“That’s completely at odds with what candidates want.”
He adds, if an organization anticipates the process will be
lengthy, then they should share that information with candidates.
“Setting expectations with candidates is critical,” said Parkin.
“Share next steps, tell them who they’ll be meeting with and what
MAKING THE MOST OF TECH AND BIG DATA
There are pieces of technology than can help streamline the pro-cess
so hiring managers can stay on top of communication more
easily. Applicant tracking systems, for example, are growing in
popularity. And candidate management systems take more of a
sales and marketing approach, which allows HR to put candidates
into pipelines for consideration as positions open in the future.
“On the whole, the tools are meant to help recruitment be less
reactive and a little more proactive,” said Parkin.
One such tool, aimed at helping organizations make smarter
decisions when recruiting, is made by a company called InMoment.
“What our employee experience software does is try to understand
what engages and motivates employees from when they start at an
organization to when they leave,” said Paul Warner, vice-president,
customer and employee experience strategy, InMoment.
By using the software to gather data and understand the
experiences of current employees, the technology can then help
companies pinpoint the kind of attributes, competencies and char-acteristics
to look for in potential new hires.
“As we start to see themes, we know that if someone is tell-ing
this story then that means they’re going to be more successful
within the organization,” said Warner. “So, then we can apply that
to the recruiting process and use that information to predict who’s
going to stay with the organization, who’s going to be most pro-ductive,
Data analysis of that nature could also help candidates take on
new – and creative – recruitment strategies. Warner says that in
this competitive market he’s seen many organizations look beyond
the typical talent verticals. “The war for talent means people are
searching across industries,” said Warner. Seeing exact matches in
terms of specific skills or experience might be difficult in those
cases, so it can be invaluable to have an analysis of markers to
look for that would suggest a particular candidate could be a good
employee in the long run.
TIME TO LEVEL UP
When it comes to modern recruiting, whether it’s using data to
understand what drives current employees, sharing snapshots of
corporate culture online or seeing the hiring process from the
employee’s point of view, the common thread is in the perspec-tive
“The focus is on the employee experience; to me that’s where
the recruitment process has changed the most,” said Parkin. From
sophisticated technology to transparent online branding, upping
an organization’s recruiting game is the best way to attract the can-didates
needed for success into the future. n
HRPROFESSIONALNOW.CA ❚ AUGUST 2018 ❚ 19