Realigning a great organization and their old-school recruiting strategy was priority #1 for Tony Suzda when he joined DentWizard’s Talent Acquisition team. He knew he faced an uphill battle in attracting the in-demand talent they needed and reporting on their improvements.
But by implementing a new strategy and recruiting software centered around their candidates’ needs, DentWizard not only began attracting a better pool of talent more aligned with their culture, but they gained greater buy-in from hesitant hiring managers, and improved reporting on all their key metrics.
Discover the ways Tony and his team developed a better approach to candidate engagement and successfully changed their administrative-first approach to a candidate-centric recruiting strategy. You’ll learn:
Michelle: Hello, everyone, and welcome to today's HR daily advisor webcast. We want to thank you all for joining us for today's program. How to Elevate Your Candidate Engagement Strategy sponsored by Jobvite. My name is Michelle from the HR daily advisor and I'm here to go over a couple of housekeeping items before I have some crazy presentation over to our speakers.
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Now please join me in welcoming our speakers. Tony Suzda and Claire Alloway to the floor. Claire is part of the Jobvite marketing team and has five plus years of marketing experience from B2C and B2B customer consumers. Tony Suzda is a director of talent acquisition at Dent Wizard. Tony is an experienced leader in the areas of talent acquisition management and strategy. His passion is ensuring that the right people are brought into the company rooted in a positive culture and maintain throughout their career, he’s led and worked on several high profile projects related to talent operations applicant tracking, HRIS, organizational and inter-process. He continues to implement new and out of the box method to drive corporate strategy and positive organizational change. So Claire and Tony, thank you both so much for being here today. And Tony I'll now hand things over to you.
Tony: So as Michelle said I’m Tony Suzda I work for Dent Wizard as the Director of Talent Acquisition and Dent Wizard Is a business to business auto reconditioning company we’re international, nation's largest provider in auto reconditioning services. You know for us is we kind of get in this today. You know we are always looking for qualified applicants and like a lot of companies we struggle with finding certain types of people, whether it be entry level or experienced in certain jobs you know for us right now it's experience pain tax.
You know that's the job. I have open the most and the hardest to fill. But just like everything is cyclical. It'll change. And you know next year it could be painless Dent Wizard and repair trainee.The ideal candidate for us is really a self-starter somebody who enjoys working unsupervised. Someone who talks about training and candidate experience. Sorry somebody who has worked in the automotive industry is very interested in cars. You know we have a few techs just to kind of outline that someone who is paintless Dent Wizard repair paint wheels keys interior we have FNI products. They work in a challenging environment. So like in our area, they work outside a lot. They're mobile and that can be very difficult for a lot of people, especially if you work in the Northeast or the Midwest where you know in the winter you're freezing your butt off because it's negative 20 degrees and you're trying to paint a car outside. So that's mainly about our candidates and of the company as a whole. Pass it off to Claire here for a second, everyone.
Claire: Yeah My name's Claire. And I'm kind of serving the larger big picture role in this presentation. So Tony's obviously giving you some specific and really fantastic details about the Dent Wizard and his story. I'll jump in every once in awhile just to give you some higher level industry information. And this that right here that you're seeing. 82% of job seekers have a job.
But are open to new opportunities. This came from our survey that we do every year. And this one came up from last year. And we actually saw this uptick to 85% of job seekers are open to new opportunities with this year's survey that's coming out next week. And actually just a fun anecdote because I have a lot of TA and HR people on to call your department are the ones that are most likely to be casually passively looking at open job opportunities or report to be doing that.
I thought that was interesting as you guys are working to retain some great talent. You guys are looking yourself. But anyways on that note talking about people are always looking for new opportunities that make your job both really tough and really easy that you have a very fluid talent talent to search from and along with that is specifically for Tony as he mentioned, he's looking for some pretty specific candidates who are tough and hardy and independent but also want to work for a fantastic company. And need to search for those open opportunities. So Tony's going to give you a little more real life information on how Dent Wizard and his team have tackled this right now.
Tony: So you know I'm going to start this story. You know what with us. I came into the company about a little over two years ago when this whole project started when candidates and engagement really became a thing for Dent Wizard or so when starting this project. It was important that we got everyone in the room to do a full assessment of the new as well. The old come up with new ideas improve upon old ideas. You know I'm being fairly new to Dent Wizard.
I use this to my benefit. I did what anybody else would do. And I blew everything up and decided to kind of drill down on my own agenda. But I do realize that's not what most people would do. But I am a glutton for punishment and I am very kind of extroverted person.So that's what I did. And so throughout this presentation,I'm going to refer to a few systems we use. So I'm going to tell you a brief story about how we ended up with Jobvite which is the applicant tracking system we use the whole process time to tie into what we're here to talk about today. So when I came in, we had a application tracking system called PD recruiter. And you know it was a system that had been in place for a long time. And nobody had done any updates to it. And it was just running status quo and it was really just a repository for people that came in and the recruiters would look at it. And then each recruiter kind of had their own way of how they submitted candidates and move people around. There really wasn't a process. There wasn't continuity behind anything.
So before I came in the company as a whole had decided to sign a contract with another ATS and I leave their name out of it. But you know it was another applicant tracking system large company. We had we used their systems in other places and they thought it was going to be the best process. They came in with the best deal to begin with. And we started doing this process. And I came in and we started doing the implementation and the more and more we got through. We started to realize that it wasn't going to do what we needed it to. There were flaws in the way that managers could login. There were flaws in the mobility. There were flaws in some of the things they said it could do, but they can't because they're still developing yet. And I wasn't there to put my two cents in.So I said, you know I stood in front of the board and said, hey, I will make it work. I know that's my job. However, I realized very quickly that I needed to make some changes. And so I got up and got in front of that same board again and said, all right, guys. You know I don't think this is the right system. I don't think this is what we should be doing. We should really kind of cut ties and I had a lot of support as well. And we should cut our losses and find a new system. So fast forward, I walk out of that room not knowing if I was still going to have a job and they came back and said, OK, you know we agreed let’s find that new system.
So again, we'll fast forward through a bunch of RFPs and looking at all these different systems either some I had used in the past, some new ones that I was looking into all the way through to Jobvite. And if you know anybody has any questions specifically on a lot of those systems are looking at new systems you know I'm always happy to put my two cents in. You're definitely through his presentation realized I definitely have a favorite. You know these days. And it was a new system we brought on called Jobvite. And so from this kind of story the best practices is I want you to take away from here is when you're trying to make a process better start by looking at the history and don't play the blame game. You know I could have stood up in front of the c-suite and the board of directors and said, hey, you know, I didn't bring the system in. It's not my fault. I can't make it work. No, I was a good soldier and said, hey, I'll make it work. But if we really want it to be impactful for the company. We really want to try. What's important to us, which is recruiting has a service recruiting is a service for our managers and recruiting as a service to our candidates than we need to blow up the system watch this process and do it a new way, even though we just started going down this road.
Mistakes will be made. But don't get caught up in them use and use the experience and move forward. You know good companies realize that mistakes were made. Managers didn't get to their level by make by not making mistakes CEOs and board members. They've all made mistakes. They've all been there. And it's better to admit or move on and learn from that and to kind of dwell on them. If you're new to a role you use that to your benefit use that and don't be intimidated to make waves. If you're there in that role. You were brought in for a reason. You know I've recognized that in several instances where I've been brought into a company and said. And sometimes I have to have that conversation. Hey, I'm here for a reason. I'm here because you guys needed a change you guys needed to make things better. And we're going to do that together. And then lastly, don't keep doing things because it's always been done that way. I know that sometimes you know you work for a leader, you come in under somebody who maybe got promoted and they put in process and they put in systems. And it's difficult to make waves or kind of say that you feel like you had to call them their baby ugly. And you know it's OK. You have got to have those conversations. And you got to do that.
And actually have a story that I think will kind of tie into this here in a few slides. So you know I am actually very, very lucky because I am. I am a type of person that I move on to new shiny. So I don't always dwell you know worry about the things that doing the things that change and things that have been done. But also don't change things just to make change. You know make sure that there's a reason you're doing them. You know I'm guilty of going to work on the new shiny things I'm always coming up with crazy ideas and plans and I'm that kind of visionary type of person. I've been lucky enough to surround myself with a team that can execute all my crazy plans. You know as I go on to the next one. So you know that's a great way to also make sure you know your team is that dynamic and. And we were able to do that. So moving on to the next slide here. I want to speak to a couple of key priorities. Dent Wizard recruiting process was built off of historically was built off of guesses in what we call swag which was strategic wild and if we did it was on a spreadsheet that had been manipulated to tell a story. And it's not that the data was wrong or that somebody did this maliciously it was just that's what spreadsheets are for as you figure out how to get an answer that you want. And it's very easy to do that. So you know we made a lot of changes and said, OK, we're not going to use spreadsheets.
We also made a lot of assumptions. We hope no one asked for data. You know I came in. And as I stood in front of that our CEO and our COO went on you know further down the line. The board of directors. I said, you know look, I don't have any. I can't tell you when I came in even a few months into it. I couldn't tell them what our time to feel was. I could give them a swag but I couldn't say with data hey, our time to fill was this for this job or for this region or for this recruiter. But I was able to say that I was confident we were going to get there, which is where we're at today. We also realize that the process made the candidates jump through a lot of hoops which resulted in people kind of falling off that bottleneck. That's really important to look at. You know when we're talking about customer candidate experience you know the candidates are our customers. We really need to think about where those bottlenecks are and try to figure out. And I've got some slides in here as we go through the process about how do we make those changes. How do we define where are those bottlenecks are. So again, you know, the priorities that I knew we needed to make the change were we need to eliminate that. The swag. We need to because of our candidate centric.
We need to customize our process and not be that typical recruiting process. And we needed to track items diligently and make trusted metrics. I'm a huge data nerd. You'll hear me say that a couple of times. So that was something that was really easy to me. And really important. So remember the pot roast principle. So this is a story maybe some of you heard I heard it years and years ago. I think from a college professor and the he goes like this there's a family getting together for a large meal young woman. She observes her mother custom cut a pot roast in half before putting into the pot. And she asked her mother why she cuts the roast in half. Her mother replies, well, that's the way my mom did it. So that's how I do it. So you know this young woman being curious. She goes to her grandmother and asks why cutting the roast in half is so important before it goes in the pot. And her grandmother responds that it's just the way her mother did it. So that's how it's done. You know. Don’t question it. Really wanting to know this answer because she's persistent.
She goes, to her great grandmother and asked the same question hoping to learn that there some magical secret to this recipe and her grandmother you looks at her for a minute. And responds well you know I don't know why they do it. I just didn't have a big enough pot. So we run a lot into this a lot during business. Everyone's afraid of change. Maybe because there's no guarantees or you don't want to offend somebody who may have put those plans in place. But change is important. Don't do things just because it's what's been done. You know maybe what's been done isn't working. Maybe what's been done. The status quo is you know mediocre and we can always strive to make the candidate experience best if we really do that. You know you're going to see those results pay off candidate experience in my mind, there's just no, no possible substitution. No other thing that's more important than that because in life for Dent Wizard you know out of over 3,000 employees. We have 90% of those are technicians out doing the work. And without those technicians we don't have a business. We don't we're not making any money. And I don't have a job.
Claire: So with that note as the higher level where you came in and joined Dent Wizard. We're going to start of in talking specifically about sourcing. I know a problem that most of you on the call have indefinitely. I know Tony did was just finding those candidates. So Tony maybe you can go through some examples of how you started off that process of discovering all of these candidates who maybe didn't know about Dent Wizard all those great opportunities that you had to offer.
Tony: Sure. Sorry about that. So this is something that I am very involved in right now. Something that's really, really important to me. And so up on the screen of EVP and for those of you who don't know that one. That's employee value proposition so unique employee value propositions are really important. I don't know how many times I have listened to recruiters talk about EVP or I've been on the phone with a recruiter trying to hook me into a job or something And I hear the stock value propositions. Know what you're looking for when you start sourcing it take the time to learn why your top performers came to the company. What attracted them what retains them. You know rather than doing this all on my own. I partnered with an agency who does this work. They're helping us get a kind of branding initiative going. We're in the very final stages of it now.
They assisted us in finding EVPs and built the brand kind of around that. The EVP is grab the attention of a candidate. Don't be stock. They'll be you know that's a great place to work We have a great culture. We have computers here, we give you a phone. It's boring. You don't want to, you want to tell the candidate. Why is that a great culture. Why is it a great place to work.You know why is it fun. I know that we're not all Google. You know we can't sell a fly. We can't sell you know modular working bean bags and stuff like that. But we all have something in our company that that's sellable to our candidates. You know for Dent Wizard. It's the fact that like with our guys being mostly mobile it's that they have this level of autonomy and they can go and work on their own. They don't have a manager breathing down their neck, and they just they are a fast worker and they're hungry. They can make pretty much as much money as they want because the work is there, you know, we only have a 30 something percent market share. So I mean, they have the ability to grow the business. Make sure everyone's on the same page about what a great employee looks like.
You know I've been in situations where managers have been well you know I've see this candidate. I want this introvert person who's going to sit behind the desk and be in front of the computer all day and only get up you know for lunch 30 minute and then to leave. And there's other managers like, no, I want somebody creative. And that's going to be bouncing off the walls and you know engaging with the group and they're really social. And the problem is that you think the best spot was somewhere in the middle. And it's not. So you really got to get together and drill down and to find that candidate. Because if you're going and kind of bouncing all over and you don't know what you're looking for, you don't know what to sell and you're just going to start providing a bad experience to your candidate. Not to mention your managers. But mostly for what we're talking about today to your candidates. You want to be able to speak to them confidently about what it's going to be like to work there. And why they should consider coming to work for DentWizard or you know at the company or where or wherever they are.And then back up your thoughts and assumptions with the opinions of others. Ask employees ask candidates. We use a great system called Survale. I'm going to touch on it here in a few slides. But we do a lot of surveys, a lot of information gathering again, remember huge data nerd here.So the next step is invest in your search. If you're a decision maker even if you aren't you know I can imagine you get multiple calls a day from different sources about telling you that, you know, you can find great talent through us. You just gotta you know sign up or pay this money or you know come and talk to me.
So we can do this. And you have to not get caught up in a great sales pitch. Are all these great staffs while getting out if this is something you want to try. I firmly believe you need to try different resources. And I am a firm believer in spending every bit of my budget. Ask my boss. So you know I'm not saying you know don't go after. Don't listen to these but I know we all get a lot of them. And sometimes you have to take the leap and try it two ways that we find the right resources are tracking where our candidates come from when they apply. So some systems do that. Some systems don't. Jobvite does you know it's very prominently displayed. So my recruiters are always looking at where the candidates come from. That's how we know where to invest in putting our jobs in the future. But we can also run reports. You know I run those reports weekly and monthly and year over year to see all those different things. The other one is talking to our candidates. You know the recruiter is one of the two big questions they ask or for this. You know where else are you looking for a job. Not necessarily the companies. But where else? What other websites have you been on where do you see our job? But oh you're looking at applying at Abra Auto Body to where did you see their job posted.
Those are really important because we find out where our competitors are posting. And then one other really important one is where is the first spot you went when you decided you were looking for a new job? And that question was asked of me one time. You know long time ago. And I had to be like you know I think it was Google you know or you know it was LinkedIn. So asking a candidate where's the first spot they go. We’ve started to build a I don’t want to call it a database. But at least a actionable table that tells us. OK of our painters a good majority of them go to Craigslist first to look for a job. Or for our trainees they go monster first. So you know we've been able to build that data and put it together. Another really important part of investing in the search is making sure you train your sources are making sure you train your recruiters on the sources and how you use databases wisely. How do you do special searches run search strings. There are numerous training aids out there too many to mention. Each of my recruiters has been through some sort of search training that they bring back and then teach to the rest of the team.
So each one is a subject matter expert on some sort of searching some sort of string, whether it be inside a specific database or system or whether it be as a whole just searching the internet or mining our current system to find old candidates or mining our SQL queries that we pulled from old systems that we had to send out information to candidates who maybe haven't applied to us or thought about us in years. Work with the sources that produce and then you know just dump the rest. Don't be afraid to try new things, not everything comes from LinkedIn and I use that as a perfect example for us is you know LinkedIn for us is great for sales people. But we one time we're on the phone with some salespeople and they were trying to tell us about how all you can find anything out there. And they said, OK, we'll run in automotive paint terror nationwide and tell me how many people pop up. And it was only a couple thousand and it really they were only searching like painter.And so they were house painter people on there and stuff like that. And so enough people that maybe one recruiter could have gone through them in a day.
So we realized, OK you know we have to shift and find where our people are coming from. And that's where those questions that we ask our current candidates come in referrals are really important to us to make sure they're well-tracked and encouraged to pay not just internals but think externally too. It's great for the company image totally works with candidate engagement for us. We pay $1,000 for any referrals. And this isn't a sales pitch to everybody on the phone and but you know someone of you knows the painter, you come to us and say handle a painter and we hire them. We'll give them. We'll give you $1,000. It's you know no strings attached. I mean besides, you know pays out after 30 days and six months, there's stuff like that.And you have to fill out a W9. But we don't discriminate. You know we don't ask questions if you bring us somebody you know as long as it's not a customer of ours. We'll you know we'll look at it and you'll get paid for it. So there's I always like to share kind of books and things I'm reading I'm always reading especially the demands men's books. And this seems like a good part in the presentation to talk about something quickly. I feel like the last two slides kind of the book. I'm currently looking at, which is if you haven't read it, I encourage you to check it out. It's called 212. The extra degree and the premise is that at 211 degrees water hot at 212.
It boils with boiling water comes steam with steam you can power a locomotive.So you know using that in recruiting and what we're talking about today, I encourage you invest in your people invest in your process. Given that ability to give one extra degree, you will drive results you will get more than one extra degree back and the results you have you have to spend money to make money. And you know that's ultimately what I would say when I'm telling people to invest in their processes. The last slide in this section is keep it interesting. We all know the one most popular method of recruiting is post and pray put it out there. And let's just hope that a candidate applies, and I can. It's going to be the one candidate the manager wants to see. And you know the job is going to close in a record, you know three days. We know that's not the way it works. It's not that easy. We need to keep candidates engaged with our words and our postings in a lot of instances. This is where the first impression starts. So three things I point out here feature jobs on a career site helped highlight certain positions. This feature was something we received with Jobvite.
It was something we had never done. And so we went live with them. But it drove a different way of thinking as well. We can feature jobs here. Where else can we feature jobs. We can feature on certain job boards like Indeed and things like that. You can pay for them. But also how do we make jobs with featured on things like Craigslist which is a huge resource for us. Well, we decided to get with our art director and create our own feature jobs kind of thumbnails and images to put on there. And I'll tell you it works, people see feature jobs and they're like, man. All right. You know this is what I want to go after. Create clear and compelling job descriptions. Use that template across all locations in a cohesive message. I use this because this is something I say this because this is something we struggled with. We had job descriptions in 10 different locations you know we were looking at the use of auto painter again or a PDR tech in 10 different locations. And the job description was different in those 10 different locations. And so you had candidates calling us going. Well, I want the job description. That's in San Francisco, but I work in Atlanta, Georgia. And so I want to work with that job there.Why is the job different. I don't get it. So we have to start learning how to create a cohesive and consistent job descriptions and then putting kind of that niche data in there. Somewhere where it's like, OK, when you're looking at the job. The job is the same regardless of where you are. But then here's this section is about the niche data.
This is about where this job is a little different maybe because the route is a lot bigger. Or maybe because you might be working at a fixed site or you might have extra equipment or something along those lines. So that's important. But try to be as consistent as you can, because again, this is a first impression and we're here talking about candidate experience today. It's really, really important that you think about what a candidate sees and what a candidate is reacting to because that's what it is. It's a reaction to what you put out there. Also, if you can make it fun go for it. I know it's not right for every company. But use brand initiatives, where you can as I mentioned earlier, we've been working with an employment branding company. And one of their ideas. You know we're Dent Wizard one of the ideas they came up with is welcome to the Wonderful Wizard of jobs. And at first, I saw it and I’m like that's stupid. And I thought about it more and more. And it just got I got hooked on the idea. And now I'm like planning to take it to an event and put the shallow brick road up to our kiosks where people can apply it. And you know my staff not thrilled with it. But I hadn't thought about dressing them up as the cast the Wizard of Oz. I don't think I'll go that far. But you know it's really, really engaging.So I've seen jobs about job postings out there that can be fun and talk about the different things that a company does or you know they make jokes in their job postings. You can get away with it to it because it grabs attention. And it grabs engagement. So highly, highly, highly recommended.
Claire: Tony, I love the mental image of your team at a conference and like someone's in a tin man outfit. Mean the you're the bolt on it.
Tony: I'm all for it.
Claire: And I can't wait to see photos. If you actually go through with it to get people on board, send me a tweet.
Tony: So right here, we're going to move on to hiring the big kahuna. And I totally get we spent a good amount of time on sourcing because I know that's it. Big pain point. I think finding those great candidate is such a big piece of the recruiting process, even though it's stuck at the very top of the funnel.
Claire: But now that we're moving into hiring. I know that DentWizard your team has had some hurdles. So they had to overcome in the old application process. And one thing I love about your guys story is that you're always iterating you're always optimizing. So Tony, I was wondering if you could go through maybe some examples of your past stay. I know there are some challenges your application process.And then some cool technology that you signed up for to beyond Jobvite. So obviously, as a marketer I'm pretty stoked about all the times we've mentioned our name. I’ll hand it over to you.
Tony: I keep doing that. So eliminate surprises. So I've spent a lot of my career on the system side developing applicant tracking systems Workforce. Analytics to analytics tools, reporting metrics et cetera. And the many things I've learned is candidates don't like filling out forms. I know it's shocking especially to those hourly and trade level candidates. They hate forms. So over the years. I made the forms of applications easier and easier. I've reduced the number of lines the candidate had to type in. You know I think one of the first ones that comes to mind is, I did a good contract in between some jobs that or jobs that I had and they had application with like 192 different fields. The candidate had to fill out. And I went in with this idea. And I kind of pitched to them. I said, what if we could get it down to like 70 fields or 70 questions not even 70 fields. Somebody had to fill out and they were like, if you can do it. Let's go for it. And we did it. And there are actual use of their application and their drop off reduced in the level of people that were filling out the quality that they were getting back to skyrocketed.
So I've used that in everything. I eliminate fields where I can. So for example, a lot of companies ask you know what's your most recent or tell me where are you with the high school and your GPA and did you graduate and what's your diploma in. And it's not necessarily that they're asking that there's just fields for it and why because just like you know pot roast principle there always has been. So there should always be fields for that. So I blew that up and I have a drop down and said for us that says, what's your highest level of education completed. And it has everything from some high school to master's degree and somebody can click on it. And that's all we need to know. And that's all that's important to DentWizard.
But like for some jobs. We say, OK, it's important for the degree it's important to know where they went to school. So then it would pop up and say, OK, you know we want to know where you went to school. But if you can eliminate through dropdowns and radio buttons and make it so that they don't the less they have to type the better it will pay off. I mean, some places do like before. When I first got here, we had a segment that application where the person would apply and then they would talk with the recruiter and then they would get to the second section and then they would meet with the manager and they'd get the final section. And it was like a three segment application on top of that and affirmative action that they had to fill out. It just didn't work. So we went down to one application. They filled it out the day they apply. And that's it. Other than obviously onboarding paperwork. But after that, they got the job. So they'd better want to fill out a little bit of information for us. This really worked for us. So you want to make sure that their time is seen as valuable.
Another thing that I've mentioned and you heard me say is mobile is so important. Remember way back to the beginning of the story how we ended up with Jobvite and one of the things we saw on them was the mobility aspect the mobile platform. But number one most important factor that they can provide to us was that mobile platform. So Jobvite automatically had it. And we made some minor tweaks and as I mentioned above, we streamline the process. Because we did that, it made it more mobile friendly. And these days everybody's on their phone. Everybody is looking to be able to apply to those things. So in the instances where you can streamline that process, I highly recommend you do it. Start a conversation.
So I love this slide. So if you haven't figured out again, one of the most the major things of candidates experience is that it needs to be mobile. So Jobvite’s mobile. The candidates are applying via mobile and how do we communicate with these candidates in the most mobile way possible. Well enter text messaging and our partner text recruit to combat the hassle of prescreen calls. We started texting candidates.So instead of one of the recruiters calls a candidate and they email a candidate. They also text the candidate and out of all those three free things we do a good majority of the time a candidate is texting us back texting resulted in the 70% better response rate over email and the candidate responded a lot faster. And we're not talking a few minutes here we're talking we're not talking know, a few hours faster a day faster. We're talking that they responded. Minutes you know compared to the day or hours that it took for them to get back to us in an email and it's funny you think well people have email on their phone. But they don't look at it and they doesn't process the same way. And a mind in their mind that a text message does this helps their recruiters move faster on those hot candidates and then gets us to move on faster from the ones who aren't interested in realizing how impactful the text message was. We now adopted it into a lot of our processes.
People can apply through text message they can get kind of like an artificial intelligence experience where they text apply or believe in something like DW Jobs to a number and that asks them like four or five questions and then the recruiter picks it up from there we already know then they're interested in this job and they're interested in this location and we pick it from there. And lots of times the recruiter just goes right back to texting with them. We've also included it into setting up interviews you know somebody who is working context a lot easier than they can step away to make a phone call or try to find privacy to write an email so you know you can set up we set up interviews in a matter of minutes over text message. You know we've adapted the process to the technology that people are using today so mass text messages are starting conversations a much simpler way for recruiters then sending out an email or cold calling. So it's a system and a process improvement that I cannot say enough about I could probably spend an hour talking about that but I won't because I think I'm already behind.
So find your partners another issue with the desktop forward process wasn't just with the candidates but with the Dent Wizard team so getting off the candidate experience for just a moment trying to get hiring managers more involved in the process on a desktop computer wasn't going to work like I said all of our people including our managers work in the field they're behind the wheel they're driving from location to location many of our managers are given a laptop and I think the funniest thing is when I see them and they open up their laptop and it still has the piece of styrofoam between the screen and the keyboard I ask how long they've had it and they're like oh like three years you know that's how little they open up their computer.
So having a mobile platform is really important and why is it really important again tying in to the engagement candidate engagement pieces if they have the ability to react how they react trickles down to our candidates if managers are more engaged in the process they'll actually do things like submit evaluations and check applications and get back to us faster about our candidates and transparency of our manager that our integers receive in the process give them more trust in myself and in my team and they see recruiting as a valuable business partner which is not something that they viewed recruiting as three years ago. So I highly recommend again you know making your managers process easier because it's that trickle-down effect it will trickle down to your Candidates.
Claire: Absolutely I cannot agree more and one of those things about having happy hiring managers means they're going to put more effort and more maybe share more excitement about the whole job prospecting job search and candidate experience as they're working through it. I think this stat right here from the TalentBoard which if you guys aren't familiar definitely check out they are a fantastic resource for candidate experience candidate engagement statistics and resources if this is a topic that you guys want to research a little bit more the stat is that 61% of candidates with a negative experience they they'll share it with their inner circle. I know Tony you guys have done some really great stuff and some really great tools to help you tap into these experiences and getting feedback on them.
Tony: So you know if I haven't mentioned yet you haven't heard me say it I’m a huge data nerd I love data. While my team and I had a lot of good ideas on what to fix in the recruiting process we also implement the tools to track public opinion of our brand and recruiting and so you heard me talk about this little system called Survale a while ago but if you really want to know where we're getting real-time data from our candidates it's there. We implemented Survale and Survale helps us assess the entire process from the candidates perspective.
The candidate from the time the candidate first visits our website they can start implementing information I'm sorry giving us information if you go to like the Dent Wizard jobs page you'll see a little tab on the right that says give us feedback they don't even have to apply to start telling us what we're doing right or what we're doing wrong and that is so awesome because we've been able to change the process and change the site and change the way we do things from direct feedback from our candidate and then if they get further in the process they go through and they take some I guess you call them kind of like micro surveys there they're short you know one-minute surveys that they take and it says okay you know what is it about the system that that you like what is it about you know dealing with the recruiter that you liked or disliked what about dealing with the manager all the way up to when they get hired.
And then we do use it also on the backend - so the hiring managers can give feedback on the recruiter and the recruiter can give feedback on the process with the hiring manager. That helps us in instances maybe where the hiring manager hurt the engagement with the candidate because if a candidate said hey I really had a bad experience with this interview process we can look and say well what did the recruiter say about it and what does the manager say about it and we put all that data together to tell a story and if I can tell a story then I can make the right decision I can see it in my mind what happened. So you know Survale helped us learn where candidates feel their bottlenecks where they feel they're giving too much information or where they want to expand on information. And then there's also something in there it's really cool that came with it and I had never thought about it before but it's called brand affinity they can get in and start telling us from that very first without even applying what they think of our brand what they think a Dent Wizard or did they even know about us because a lot of people don't because we're business-to-business. And then it tracks about the brand affinity throughout all these surveys and we learn you know where people are learning a lot about the company and how they start to feel about the company as they talk to us more.
We also get a very important net promoter score and I bring this up because a lot of people are using different systems to get in that promoter score but I really encourage you to evaluate how you're getting that. Because I've had a lot of conversations recently with people about it and they're getting a net promoter score based on only one or two questions. Whereas we're using probably several data points to get our Net Promoter Score and they're you know and it's always evolving and it's giving us real time we can feel confident that when our scores you know in the 90s that it means we're doing a good job versus we're just doing a good job at these two things.
You know surveys and data are especially helpful when you consider that Dent Wizard team includes hiring managers across the country and some of them international so you know when we survey our managers about the process it helps us better the process and better the experience for them which again through that trickle down helps us better the experience for our candidates. Feedback isn't just an overall grade either it's definitive information about the process about identifying specific places that we can have improvements it's not just about oh I get recruiting an A for you know an A for effort there I did recruiting a you know in overall five it's about you know very specific questions so just like the site says eliminate those swags and so you remember strategic wild another name for a donkey guess and gather that data.
Claire: Perfect and then as you have mentioned as a data nerd why don't you run us through this last section of our webinar on reporting and how you clean that up at Dent Wizard.
Tony: You got. Along with other issues I've seen the past when I first joined the company reporting was was another one so one source of truth so it's been with every company in my career over the last probably 10 plus years that the metrics and the reporting have always been kind of that spreadsheet or they've always just kind of been what the company needs to see the warm and fuzzy. And simple metrics like Time to Hire were impossible for Dent Wizard to do accurately when I came in as I mentioned before because of our limitations. Most reporting was done in spreadsheets and which can't be the one source of truth because as I said they're so easily manipulated thankfully you know as I made it clear in my interview process how important data was to me and I very patient leadership and we went through and understood that it was going to take time to get accurate key data.
Well luckily through the partnership with Jobvite and the partnerships with the teams like yet Survale we've been able to get data and we're able to report and expedite our process and it's not just one piece of data that's important to us it's many. So we're able to track now so many things I mean with our system there isn't one piece of data that's not tracked and not reportable we now have information in real time in out fingertips we're able to you know I'm able to click on and run a report a time to fill what's my time to fill on the jobs for today or for the last hour what's my job what's my time to hire what's my you know where are my best sources today you know because those are really important where am I going you know they change they evolve you know maybe I if I see a sources going down that's been my best source maybe I need to find out what went wrong what postings are out there.
So really find that one source of truth. Get crafty with your resources this is a real short slide here but get crafty with your plans in your budget make sure that you're trying new things you heard me say that before don't let budget sit there without being spent not a problem I ever have you shouldn't have it either money's there to be spent spent money to make money whatever those cliches you want to use. They never have to worry because there are so many recruiting tools out there they're just so cool to be living in this time or these systems and these different analytics tools all exist. Test them out see what works you know make sure you have tracking APIs to ensure that they're both working and reinvesting in but you're never going to grow by following that pot roast principle. So you know a great quote here is that I thought about is if you think it's expensive to hire a professional wait till you hire an amateur.
So next steps everything's still will work in progress you know our career sights great but we need to incorporate our branding we need to discuss a talent analytics tool for assessments. This is something I spearheaded in previous companies before and I'm very passionate about we're going to up our social media you know surveys will continue to evolve will work on both measuring and change to impact on softer metrics like brand affinity you know we're going to check and make sure everyone's happy don't just focus on the admins or just the candidates or just a manager everyone needs to work together to be successful. So before we go to questions I want to wrap up with something that's stuck from me from a conference that I attended a few weeks ago and I apologize because I'm it's a quote that's from chicken-scratch I was trying to write it as fast as I could because I hope I got it right but it's a he was talking about curation is a really important aspect to an employer branding an engagement. The goal of our social channels those people outward facing in your company is to build community and you do that by providing value. Think about how you can provide value to your audience and that's going to get them more engaged. So with that I will quickly turn it over to Claire and then I think we'll get to questions.
Claire: Perfect and I think Michelle is going to help us out with those questions. Is that right Michelle?
Michelle: Yes absolutely we have some great ones from the attendees. So if you guys you know keep them coming. Claire did you have any final comments to say before you jump into the Q&A.
Claire: No let's go for it.
Michelle: Alright perfect all right Tony here's our first question I feel it is more challenging to recruit talent for entry-level positions as compared to professional level are there any additional suggestions or insights on entry-level positions especially when they are niche position.
Tony: Yeah that's actually a great question and ties really well into Dent Wizard so yeah it sometimes is really challenging to recruit for an entry-level position versus somebody who has a professional if you know have that professional experience because you're hiring for attitude and you know training for aptitude it's a saying we use around here a lot so the the best thing I can say and probably the best experiences here at Dent Wizard we have where I sit in St. Louis we have a training facility here so our technicians for like I'll use paintless Dent Repair we bring them in we recruit them we train them here in the facility for eight weeks we pay for all their travel they learn the job and then they go back but while they're here they also get to experience the culture and the people that work here at corporate meet with our CEO and our COO and me and other executives in the company and they get to learn about all the different things we do here. And so in to answer the question is I think that setting up a really good training program for those niche areas are really important because that's how you know hire for attitude trained for aptitude and do that in a way that you know you can grow somebody. Another thing you know that I highly recommend is a workforce analytics tools. You know a lot of them out there one that I was very impressed with used to be called People Answers now I believe it's owned by Infor Talent science and it's a tool that basically allows you to build a profile on your candidate so what is the top candidate look like and you build a profile and then as candidates apply they can they this assessment and you can compare them to that profile. So that's another one that I highly recommend.
Claire: Great thank you next question here how do you hire people in an industry that may or may not use online resources?
Tony: Sure so I apologize if I'm not getting the the question entirely correct so like with with our in our world the kind of people that work in the technician world aren't really highly computerized people that a word I don't know if it's a word but anyway I'm going to go with it and you know they're not using the computer they're not looking at certain a lot of websites they're not going through Monster they don't have resumes and so you know you've got a good out there and engage them and so that's where referrals really come in really well and getting out there and talking about who you know. Just making cold calls and or going out to different industry events you've really got to get the candidates where they are.
We deal a lot with this also when we're looking for like bilingual or native Spanish-speaking candidates you know we have to go into those areas and into those networking groups that they're part of. I’ve also have been known to walk in the backdoor of a shop on a Friday night after managers leave and and we're having a manager do that and start talking to candidates about our job not necessarily to poach them away or try to lure them away but understanding better who they know. So you know in a day where we are so immersed in technology it is really hard to reach those people who aren't out there but the best thing you can do is is again is go through referrals and go through people they know and try to reach them that way.
Claire: Great thank you Tony. Alright I know we are getting close to the top of the hour but I do want to go ahead and fit one more question in for you. The last question here have you gotten any pushback from hiring managers or candidates themselves with texting and how have you dealt with that?
Tony: Sure so we have a very few now we're very lucky that we have a system you know within text recruit so a text recruit if somebody says they don't want to get just like an email they say stop or decline or don't text me the system automatically Flags that and won't allow us to text them anymore so it completely takes them out of the process. But it's funny how many people are those few people that do that sometimes well then we'll start talking them through about a job and they're like oh that was you texting me oh how do I get back involved in that.
So I don't think that people pushing back on texting is something that should make you shy away from it because it is such a powerful tool these days and when it does happen you just take it with a grain of salt okay you don't want to get text messages from us I will reach out to you the old way. You know it's kind of like when the internet came along people didn't want you know emails or they didn't have email so you still have to use snail mail. Well if they don't want a text message okay we'll use email and we'll just you know correspond that way or a phone call and play phone tag but I do encourage people to really get involved with text messaging and I encourage the candidates because it does produce a much better experience.
Michelle: Wonderful thank you so much Tony for that Q&A session. Unfortunately we are running at a time and we do have to wrap it up there so I do just want to thank you so so much for being here with us today and Claire thank you as well we you know there's a fantastic presentation I really enjoyed it so again thank you both so much. I want to thank each of our attendees for joining us as well and a special thanks to Jobvite for making this event possible. A couple of final notes before you exit today's program has been approved for both HRCI and SHRM recertification Credits. The HRCI number for today's event is 350485 and the Sherm code is 18-K3FP9 supplied with today's credit information is up on your screen and you'll also receive an email coming from the HR daily advisor in about 24 hours or so after this event that will contain a copy of today's credit information along with a link to the recording if you did want to forward it along to any colleagues I know a few of you asked if you will be receiving a recording as well and yes that will be sent out it about 24 hours. And one final note at the close of this webcast you will see an exit survey in an effort to make each of our webcast valuable to you we would appreciate your Input. Alright everyone that's it for the day HR daily advisor and Jobvite would like to thank you all again for joining us enjoy the rest of your Thursday. Thanks everyone.