Although the effects of the Great Resignation may have diminished, the battle for top-tier candidates continues. Job seekers hold high standards for their initial interactions with organisations, particularly exceptional talent, who are often engaged in multiple recruitment processes and can choose from numerous offers. Crafting the best candidate experience, from the first online interview, through to psychometric testing and post-interview engagement is paramount in attracting the best people.
Curate a strong online interview experience
The majority of candidates hold a strong preference for a blend of online and in-person interviews. With initial interviews frequently conducted online, it is necessary for companies to present an impeccable first impression during the online experience.
Technology must work, and so IT teams should pre-check connections, and provide alternative software in the event connection issues arise. This is an opportunity to convey brand and so hiring managers should be aware of how they are representing the company. To present a professional company image, cameras should be positioned to enable eye-contact, interviewers should set the candidate at ease with the tone they convey, and refer to the candidate by name to build rapport.
Consciously projecting energy and enthusiasm, actively listening, speaking clearly and taking care to avoid distracting movement, are also important in conveying a sense of professionalism. Good posture and behaviours like nodding and smiling as appropriate to the conversation and taking notes with care to avoid looking distracted, help demonstrate high engagement. Companies can also convey strong organisation and planning with clear directions from the interview lead, while creating a flow to the questions, with an allotted time for candidate questions.
Conversely, companies can demonstrate poor planning and organisation if online interviews are not taken seriously. They have created an almost ‘false’ sense of flexibility, with companies believing candidates will be available at the drop of a hat. This is not the case and candidates see it as a red flag if they’re invited to an interview at the last minute.
Ensure interviews are structured
Creating a structured interview is key to an engaging candidate experience. Hiring managers and others on the panel should prepare ahead of time. This means agreeing questions, protocols for fielding those questions and follow-ups, and anticipating likely questions from the candidate.
Rather than trying to conduct back-to-back interviews, interviewers should build a short buffer in their diaries. This allows time to re-focus and collectively prepare for the following interview.
Offering flexibility around online and in person meetings also helps to convey a culture of agility, and candidates will remember those companies who accommodate them. Curated information packs can also demonstrate high professionalism – the necessity of these will depend on the seniority of the role, but if used, they can set a company apart from its competition.
Create a post-interview process
Ensuring a structured post-interview process is in place is likely to lead to a stronger candidate experience, and finding the most suitable person for the job. Post-interview reviews should be structured to identify a number of key areas. These are cultural fit gaps, both from the candidate and the company, the practicalities of working with the candidate in the short and mid-term, and depending on seniority and role, an agreement on any potential adjustments to the business and its strategy.
Feedback should also be provided to the candidate at each stage of the interview process; this creates a sense of connection between the candidate and the company. The majority of candidates also want to know why the company has or has not progressed them to the next stage and providing this feedback shows high engagement.
Incorporate psychometric testing
Skill set and competence should be assessed alongside the candidate’s ‘fit’ with the team and wider business. This is an intuitive process. It uses emotional intelligence to match an organisation’s wish and desire for the role with its needs, and its success will depend greatly on the experience and emotional intelligence of those conducting the hiring. It can therefore be a fallible process.
Psychometric testing on the other hand, uses science to help prove an interviewer’s intuitive assessment. It can objectively highlight key strengths or development areas with data, which is then combined with judgement, intuition, and experience to ensure the best candidate is selected.
It also demonstrates to the candidate the organisation has a rigorous selection process and takes the appointment seriously. If psychometric testing is used, candidates can be confident they are the best fit for the company, and it provides them with science-backed evidence about their strengths and weaknesses – aiding them once in the role.
