Elaine Orler - Candidate Resentment Can Impact Your Bottom Line

Candidate Resentment (Can) Will Impact Your

Bottom Line

#ATC2016 #TheCandEs

Confidential participation in recruiting practice and candidate response

surveys and benchmarking.

A candidate survey developed by Talent Board and administered by the

participating employers directly.

Access to industry peers and experts on the candidate experience.

If a winner, recognition as a leader in candidate experience.

Complimentary access to the Talent Board data analytics platform to self

assess your specific practices, strengths and opportunities against the overall

and winner aggregate scores.

Employers who participate in the CandEs enjoy the

following benefits:

About Talent Board

The Talent Board’s mission is to create – surveys, data analysis, benchmarking, and research – to better understand and overall improved the global job

candidate experience for all involved (candidates, recruiters, managers, etc.)

#atc2016 #thecandes © The Talent Board www.thetalentboard.org

Round One

• Self-assessment employer survey designed to capture and evaluate a company’s recruitment processes and practices that impact the candidate experience. Employers will receive their data.

Round Two

• Related survey for the candidates to complete via a random sampling of an employer’s 2015-2016 candidates.

Round Three

• Video interviews with employers about their approaches to improving the candidate experience.

About the CandEs Research

The 2016 CandE Awards and Research program consists

of three interrelated rounds:

Rounds 1 and 2 are required to participate in the CandE Awards, but employers will still receive their data whether they win or not.

Thank You to our Sponsors


NAM2 Countries

200+ Companies130,000 Candidates

50 Winners

EMEA8 Countries

150+ Companies15,000 Candidates

37 Winners

APAC10 Countries

24+ Companies3000+ Candidates

11 Winners

2015 Global Candidate Experience Awards by the Numbers


2015 APAC CandE Winners


Research/ Marketing ApplicationScreening/ Interview

Offer/ New Hire

Not Selected

Candidate AttractionApplication

ManagementFinalist

ManagementSelected

CandidateNo Interest Disposition

Employer Survey Sections

Candidate Survey Sections

CandE Survey Logic


CANDES BY THE

NUMBERS


35%

25%

5%

5%

5%

10%

5%

Technology

Services

Financial

Health Care

Consumer Goods

Industrial Goods

Public Sector

2015 APAC Participating Employers by Industry


40%

30%

5%

10%

0%

15%

Under 10

11-25

26-50

51-100

101-200

Over 200

2015 APAC Employer: # of People Directly Involved in Recruiting


APAC: Candidates by Generation/Gender

1%5%

25%

60%

3%0.30%

8%

32%

49%

7%

0%

10%

20%

30%

40%

50%

60%

70%

The SilentGeneration

(before 1945)

Baby BoomerGeneration

(1946 - 1964)

Generation X(1965 - 1981)

MillennialGeneration

(1982 - 1995)

Generation Z(after 1996)

2015 2016

60%55%

38%42%


Sharing Positive/Negative Experiences

(Inner Circle)

80%

66%

78%

51%

76%

63%

NAM 15 APAC 15 APAC 16 NAM 15 APAC 15 APAC 16


Sharing Positive/Negative Experiences (Social Media)

49%

33%

57%

30%

51%

37%

NAM15 APAC 15 APAC 16 NAM15 APAC 15 APAC 16


THE APPLICATION

PROCESS


Activity: Application Process


Apply Process: Candidate Comments

1. If you can simplify the process in anyway, please do.

2. I really hate re-entering work history on every application

I've ever filled out.

3. The application forms are excessively elaborate for the

short-duration projects I have applied to.

4. I received rejection notices within 30 minutes of applying

to some jobs. I am not sure how I could be eliminated in

30 minutes without a proper review of my profile.

And these were some of the nice ones.


Application Process: Recommendations

A Better Application Experience

Ensure that your career site is developed using responsive web design

Minimize the number of clicks, taps and swipes required to search and

apply

Minimize the number of times job seekers have to enter and re-enter

information

Include brief but relevant content on your career sites

Make call to action buttons, like “Apply Now” or “Learn More,” large and

easily clickable

Shorten the application process overall – focus on sourcing ahead of need

instead

Provide applicants with a real-time progress update on their application process

Ensure applicants have the ability to present their skills, knowledge and

experience


CANDIDATE

RESENTMENT



How likely will candidates change your

relationship status?

5%10%

48%

37%

2%5%

41%

52%

67%

30%

3% 1%

59%

31%

9%

1%0%

10%

20%

30%

40%

50%

60%

70%

80%

Great ExperienceI will definitely increase myrelationship through brandalliance, product purchases

or networking.

Pretty GoodI'll likely to maintain my

relationship status.

NeutralWill not impact my

relationship status one wayor the other.

Negative ExperienceWill definitely take my

alliance, productpurchases, relationship

somewhere else.

2015 1 Star 2016 1 Star 2015 5 Star 2016 Star


$1,584,000

$1,386,000

$1,188,000

$990,000

$792,000

$594,000

$396,000

8% 7% 6% 5% 4% 3% 2%

Customer Revenue Impact Exercise:

Minimizing Candidate Resentment

Each % decrease

yields $200,000 in

annual benefit

Candidate Resentment Rate = The Candidate’s experience as an applicant generated resentment which led them to stop buying products and they shared their experience with friends and family.Estimating the cost of candidate resentmentAssumptions:

1. 100% of the people that apply are customers

2. Annual hires = 5000

3. Applicants per hire = 100

4. Rejected applicants per hire = 99

5. Annual rejected applicants = 99 x 5000 = 495,000

6. Negative resonance factor = candidate tells 1 person

7. Total rejected candidate audience = 495,000 x 2 = 990,000

8. Average value of a customer = $200 per year

9. @ 8% candidate resentment rate

10. Lost customers = 8% x 990,000 = 79,200

11. Lost revenue @8% = 79,200 x $200 = $15,840,000


Your Turn: Estimating the cost of candidate resentment

1. 100% of the people that apply are customers

A. Annual hires = ___________________

B. Applicants per hire = ___________________

C. Rejected applicants per hire = (B – 1) __________________

D. Annual rejected applicants = (A X C) __________________

2. Negative resonance factor = candidate tells 1 person

E. Total rejected candidate audience = (D X 2) ________________

F. Average value of a customer = $__________________

3. @ 8% candidate resentment rate

G. Lost customers = (8% x E )= ___________________

H. Lost revenue @8% = (G x F) = ______________________

4. What is the amount for 10%, 5 %, 3%


What You Should Do

1. Define positive and negative experiences vs. resentment

2. Identify business impact based on candidate resentment

3. Measure resentment with survey data (the CandEs)


CANDIDATE EXPERIENCE 101

WORKSHOP SYDNEY

Hosted by Commonwealth Bank of Australia

Commonwealth Bank Place South

Sydney NSW, 2000

Friday, 15 July, 2016 from 9:00 AM to 12:30 PM

Thank You!

Elaine Orler

[email protected]

www.thetalentboard.org

[email protected]


Registration Deadline: September 1, 2016

Elaine Orler - Candidate Resentment Can Impact Your Bottom Line

Recruiting & HR