Do you face Challenges in attracting top talents...? High Candidate Drop-offs and no-shows..? Disengaged recruitment teams..? Are you certain that your recruitment team is doing it right..? Maybe its the time to streamline your talent acquisition strategy before it become too late...

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TALENT
ACQUISITION:
CANDIDATE
EXPERIENCE
I M P A C T O N
ORGANIZATION
STRATEGY
Shine Raghavan

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Disclaimer and Reference.
Many of the data for this this presentation is based on the candidate experience benchmark survey CandE, APAC,NAM& ME and I have used predictive modeling to express the
concept effectively
This presentation contains copyrighted material and the use of which has not always been specifically authorized by the copyright owner. In accord to educational nonprofit-mission
i am making such material available to advance understanding and to codify the overall process improvements
Shine Raghavan
Email :shineraghavan@gmail.com
https://www.linkedin.com/in/shine-raghavan/

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Candidates experience is a customer centric approach in talent
acquisition, and plays an extremely critical role from pre-application to
on-boarding.
It can be defined as “The attitude and behavior of a jobseeker towards
an organization, derived from the recruitment process, communications
or Interactions with the stakeholders in the process, culture of the
organization, and the perceptions generated through the Employer
branding initiatives..”
In an other way it is a collective image a candidate receives about an
organization when they are interacting with the company.
CANDIDATES EXPERIENCE

4. WHY DOES
CANDIDATES EXPERIENCE
MATTERS.
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! In todays business poor customer service impacts customer
retention, referrals and potential new business. Social media has
given consumers an open forum to share both good and bad
experiences to all who will listen.
How many of you have used social media to garner customer
service action instead of growing old waiting on the customer
service phone trees or trying to navigate the labyrinth of online
FAQ databases?The same is true for job seekers, and for too long
employers resisted treating candidates as the primary customer of
recruiting.
As per “TalentBoards benchmark survey CandE” candidates who
believe they have had a “Negative” overall experience will take
their alliance, product purchases, and business relationship
somewhere else. This means a potential loss of revenue for
consumer-based businesses, and referral networks.
Most companies, particularly publicly traded companies, aren’t
willing to share this kind of quantitative data publicly, and for good
reason. But many today are internally quantifying the cost of a
poor candidate experience, which can be in the millions of dollars
per year, and incremental improvements to recruiting processes
and candidate experience can go a long way to increasing
revenue and referral networks.
The potential impact on businesses is quite real. No matter what industry
you’re in, candidate experience potentially impacts whether or not
candidates will apply again and/or refer others, and how the employer
brands are perceived based on what commentary proliferates within inner
circles and on publicly online.

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★ 80% felt the application process was easy and
over 50 % felt the application screening process
was very fair.
★ 32% where provided with a detailed agenda of
interview.
★ Candidates were told about next steps and were
followed up on when necessary by the recruiters
and/or hiring managers,
★ The positive candidate ratings jump upwards of
22 % when they receive a phone versus the
automated email rejection.
★ 33% of candidates where asked for varying
levels of feedbacks.
★ 62% will increase their relationship with a
brands products and network.
★ 75% would refer someone in the future.
★ 62% would apply again
★ 61% of candidates intend to share the news
publicly via social media & 77% through
Inner Circles.
★ 55% of candidates with a negative
experience intend to share the news publicly
via social media.
★ 41% of the candidates who had a poor
overall experience intend to take their
loyalty elsewhere.
** Data Source : CandE Research report.
★ 86% of candidates report that not receiving
a basic application confirmation email
creates a bad candidate experience.
★ 22% of candidates who received an email
said the communication was weak and
inconsistent.
★ 73% reported never having received a
communication at all.
★ 52% candidates where waiting for a
response for 2 months
POSITIVE CANDIDATE EXPERIENCE NEGATIVE CANDIDATE EXPERIENCE
SIGNIFICANT FEEDBACKS (NEGATIVE)SIGNIFICANT FEEDBACKS (POSITIVE)

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Sample Business Case : NEGATIVE CANDIDATE EXPERIENCE
A. Annual hires = 1,000
B. Applicants per hire = 100
C. Rejected applicants per hire = (B-1) = 99
D. Annual rejected applicants = (A x C) = 99,000
Negative resonance factor = candidate tells 1 person (at a minimum)
E. Total rejected candidate audience = (D x 2) = 198,000.
F. Average value of a customer = $100
@8% candidate resentment rate (based on APAC candidates willing to sever the
business relationship)
G. Potential lost customers = (8% x E) = 15,840
H. Potential lost revenue @8% = (G x F) = $1,584,000
Assumption:
★ 100% of the people that apply are potential customers and/or influencers affecting
revenue and referrals.
While the resentment cost only produces a
rough estimate based on the hiring numbers
plugged in, it’s good information to have
when making the business case to make
recruiting process improvements.
Even business-to-business (B2B) companies
can use it as a conversation starter, because
ultimately if they don’t have the candidates
they need to grow and sustain their
businesses, it will potentially impact their
revenue.
CALCULATING THE COSTS
Poor candidate Experience - Sever Relationship. ** Data Source : CandE Research report.

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CHALLENGES IN ATTRACTING TOP TALENTS
HIGH CANDIDATES DROP- OFFS / NO SHOWS
IMPACT ON TIME TO HIRE & RECRUITMENT YIELDS
DECREASED PRODUCTIVITY OF TA-TEAMS
LOSE MARKET SHARE
MISSED PROJECT DEADLINES
BAD CANDIDATE EXPERIENCE
SLOWED PRODUCT DEVELOPMENTS
IMPACT ON SERVICE DELIVERY
REDUCED CUSTOMER SATISFACTION IMPACTS IDLE COSTS,ROI AND BUSINESS
SAMPLE CASE : BUSINESS IMPACT MODEL
IMPACTS EMPLOYEE MORALE, ENGAGEMENT & TURNOVER
Strategic Goals
Operational Goals
Tactical Goals
Short term Goals
Long term Goals

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WHAT’S IMPORTANT to keep in mind is that the sheer number of candidates
employers reject during the recruiting process can quickly impact the business
and the brand, both good and bad. Not to say that those hired aren’t important to
the business. Of course they are – they’re the individuals who help grow and
sustain the business.
And while all candidates, hired or not, can impact how the business is perceived
by other potential candidates, internal or external and all referrals, it’s those not
hired that need more attention paid to their perceived overall experience.

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Sample Business Case: Positive Candidate
Experience only produces a rough Cost
estimate based on several assumptions and
the hiring numbers plugged in. However
it’s good information to have when making
the business case to make process
improvements.
CALCULATING THE POSITIVE COSTS
Sample Business Case : POSITIVE CANDIDATE EXPERIENCE
A. Annual hires = 1,000
B. Applicants per hire = 100
C. Rejected applicants per hire = (B-1) = 99
D. Annual rejected applicants = (A x C) = 99,000
Assumptions:
E. Employer : A large Consumer Based organization
F. 29% percent of the rejected candidates with positive candidate experience
increase their relationship with employer
G. 8% of the candidates where the customers of employer.
H. Candidates with positive experience spend additional15% PA on the brand/
products
I. 99000 x 29% = 28710 (Based on F)
J. 28710 x 8% = 2297 (Based on G)
K. Potential revenue (Based on H) 2297 x $115 = $264,155
Positive resonance factor = 29 % candidate creates one reference (at a minimum)
H. 21710 x $100 = & 2171000
L. Combined Potential Revenue (K+H) = $ 3,135155/-.
** Data Source : CandE Research report.

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WHY DOES
CANDIDATES EXPERIENCE MATTERS.
This includes everything from Creating a strong, descriptive and transparent Employer Brand
a better engaged Work Cultures, employee Value Proposition, investing in
Diversity & Inclusion, ensuring Social Responsibility by giving
back to communities in the form of donations and volunteerism. All of which are important to improving overall
recruiting, hiring, retention and performance onboard.
HOW TO IMPROVE

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ATTRACT
RECRUIT
1. APPLICATION PROCESSING.
2. SCREENING & INTERVIEW.
HIRE
1. OFFER.
2. ON-BOARDING.
★ Take a customer centric approach
★ Have a Comprehensive and forward looking strategies
★ Think and act like a Marketer
★ Establish employer value proposition
★ Invest on leading technology (CRM,Chatbots) for pre-application
engagement and update career pages and website
★ Scrutinize the application process and be certain about the
simplicity and straightforwardness (Avoid lengthy /complicated
applications process)
★ Remove questions with privacy concerns.
★ Provide feedback on the application progress
★ Screen with assessments
★ Value candidates time, ask preprepared relevant questions and
be clear and Concise in interviews.
★ Advice next steps in the process and inform unsuccessful
★ Timely offer letter issuance
★ Keep the line of communications open between the offer
acceptance and start date.
★ Make them feel like they made the right choice.
★ Have a smooth On-boarding and be certain that the new hires
are provided with everything they officially needed.
★ Keep the new hires informed of the company culture and
socialized with their manager and team.

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The Challenge organizations face today is a misperception around what talent attraction
includes and who is responsible for the process. In the past, attraction was simply posting job
information. Today, it is a more complex undertaking that mirrors the modern marketing function
activities including,
★ INFLUENCE: Providing the right information through messaging, segmentation and
communication
★ ATTRACT: Making sure organizations are going after the right audience by understanding
candidate personas, job advertising and search engine optimization (SEO)
★ NURTURE: Engaging with individuals consistently through information and messaging
specific to their interests and needs, using vehicles such as campaigns and newsletters
★ CONVERT: Converting individuals into viable candidates at the right time
★ MEASURE: Evaluating these efforts to determine the engagement of candidates,

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★ Consistently ACKNOWLEDGE initial job seeker interest and provide definitive closure when no longer pursuing
candidates
★ Deliver consistent candidate COMMUNICATION from pre-application to on-boarding
★ Ask for candidate FEEDBACK and provide feedback more often from rejected candidates as well as new hires
★ SET BETTER EXPECTATIONS about the recruiting process for candidates from application to offer.
★ HOLD MORE ACCOUNTABLE for the overall recruiting process and resulting candidate experience while
measuring it regularly and consistently.
★ BE PERCEIVED by candidates as having a “Fairer” process – candidates believe they have been able to share why
their knowledge, skills and experience deserves consideration for the jobs to which they have applied.
WHAT DOES CANDIDATES EXPECT.
CAN EMPLOYERS DO BETTER.

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Thank you for your time.