Your perfect candidate could be located in any number of talent pools — passive candidates, active job seekers, or even entrepreneurs. Your recruiting strategy has to have a sourcing plan to gather candidates with the skills and experience you need, as well as engage them through the entire selection process. A sub-par candidate experience can deter applicants from accepting positions and even damage your reputation as an employer of choice. Learn how to design and implement an experience that engages the emotional, physical, and cognitive aspects of your potential new hires.
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Bringing a strategic point of view into the talent acquisition process is a must for consistent success in hiring and the ultimate goal of retaining top performers.
Heidi Halvorson recently published an article for the Harvard Business Review regarding “The Most Effective Strategies for Success.” The article is a continuation of her popular piece Nine Things Successful People Do Differently and combines data from her 9 Things Diagnostic to weigh which of the strategies give the biggest effects. The 9 strategies are a combination of strategic and tactical guidelines which can be applied to both personal and professional goals.
Success comes in many forms . . . including digital marketing success. The digital marketing promise has always included the ability to measure the impact of your online marketing dollars. Delivering on this promise has been a challenging ...Read more
The 2012 Manpower Talent Shortage Survey states that 49% of U.S. employers are experiencing difficulty filling mission-critical positions within their organizations. Why? A lack of available candidates with the right technical expertise and employability skills continues to elude employers. More specifically, the top reason employers say they can’t fill roles is simply an overall lack of applicants; the second is the candidate-based factor that applicants lack the technical competencies, or hard skills, required for the role.
Many social enterprises start small and grow fast. This puts a premium on the need to develop, or recruit, talented people who can take on evolving roles and responsibilities. Yet planning for future leadership needs falls between the cracks at ...Read more
Picture this: it’s the first day of college and you don’t know anyone in class. The professor splits the students up into groups and gets you and your classmates to do some ice breaker exercises. You don’t share much about ...Read more
You are working on filling a senior position. It’s a niche role and there aren’t many people in the market who would fit the bill well. You have finished mapping the talent landscape and the list of probable names looks small. However, there are a couple of people on that list who you believe are great fits for the role and you want to get cracking on it. After a couple of attempts at headhunting, you finally have your ‘perfect candidate’ on the line. Your heart sings, you pitch the job and a minute into the pitch the candidate cuts in and says, “Sorry, I am not looking for a change." This leaves one promising candidate down and one recruiter dejected.
How do Caterpillar, General Mills, IBM, Lockheed Martin Space Systems Company, and Schlumberger consistently attract and retain adequate numbers of high-quality technical workers?
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