Candidate Experience and the Role of Technology

In my previous blog, What’s Trending in Talent Acquisition Technology?, I promised to give you some additional insight from the findings from Brandon Hall Group’s 2016 Talent Acquisition Technology Survey. Well, I decided to deliver that today, as I just finished the first draft of our Industry Perspective on that study.  That study will be published in the coming weeks. shutterstock_386331118

I am very pleased with the findings because it gives a unique perspective on the extent to which organizations are deploying technology to support their talent acquisition priorities.

For example, one of the top talent acquisition process priorities for organizations is creating a full candidate experience (51%). However, many of the technology solutions and functionalities that support the candidate experience are not being utilized.

Among organizations that are deploying some form of talent acquisition technology, many are not using these functionalities/solutions:

  • CRM solution (20%)
  • Candidate experience portals (17%)
  • Candidate feedback surveys (35%)
  • Video interviewing (52%)
  • Video screening (51%)
  • Gamification for assessments (51%)
  • Pre-boarding portals (40%)

Also consider that 40% of our total survey respondents have not yet deployed any type of talent acquisition technology. That really underscores my learning that many organizations are not using the different talent acquisition functionalities to support their priorities, especially improving the candidate experience.

Organizations should consider that talent acquisition technology plays a very important role in candidate experience. Candidate experience is not only about employer brand messaging (though that is very important), it also applies to:

  • How the message is delivered to the candidate (CRM)
  • How candidates learn about what it is like to work in their profession at the organization (candidate experience portals)
  • How candidates are updated on their status in the hiring process (candidate experience portals)
  • How candidates can give feedback on the recruitment/hiring experience (candidate feedback surveys)
  • How candidates are screened and interviewed (video screening, video interviewing)
  • How candidates are assessed (gamification for assessments)
  • How candidates learn about their new employer, co-workers, and managers before the first day of work (pre-boarding portals)

Not paying careful attention to the candidate experience can impact your organization’s employer and corporate brand. In many cases, candidates are customers too, especially for consumer products. Not keeping the candidate apprised of the status of their application; not delivering personalized messaging to candidates; not having an effective, efficient, and fair interviewing/evaluation process, are just some of the ways that the candidate experience can impact corporate brand. In my opinion, what is worse is not knowing that these problems exist because there are no mechanisms for candidate feedback.

If your organization wants to improve the candidate experience, it is critical to consider the different technology solutions to improve the candidate experience.

In my next blog, I will be speaking about some positive movements in talent acquisition technology. Stay tuned!

Daria Friedman, Principal Analyst, Talent Acquisition, Brandon Hall Group



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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.