Claire: Hello everyone welcome to today's webinar Crawl, Walk, Run: Scaling Candidate Engagement For Every Organization. My name is Claire Alloway I'm a part of the marketing team here at Jobvite and going to kick things off on behalf of the Jobvite BambooHR team. Before we get started I wanted to give a couple of housekeeping tips shenanigans the words are escaping me right now that's embarrassing okay so the first off your lines are muted and that's just to avoid background noise but we would love your questions for the Q&A section at the very end of the webinar you can type those in throughout the webinar in the bottom left hand corner of your screen that's also where you can let me know if you're having any audio issues or any problems at all I’ll be on hand to help you out with those the last thing I have to say is that yes you will be getting these slides and yes you will be getting the recording of the webinar I'll be sending that out to all of you guys by tomorrow morning hopefully a regardless of where you are in the world that should be in your inbox when you come into the office tomorrow and with that I am going to pass it on to our presenters here they are we've got.
Chad on our left he is the recruiter and recruitment marketing manager at Jobvite and JD who is the head of talent acquisition at BambooHR. Chad why don't you give us a little more background on who you are and a little more about yourself.
Chad: Awesome! Thank you Claire hello everyone as Claire mentioned I'm Chad Roudebush I am the Recruiter and Recruitment Marketing Manager here at Jobvite a little bit of background have been in recruiting and recruitment marketing in some capacity for the last in years now as much as it might pain me to admit that it's true and really found an nip recruiting for cloud-based technology firms over the last several years and love it been with Jobvite now for nine months and with a customer of Jobvite for four years prior to so love the tools of the technology love networking and connecting and yeah excited to talk with everyone today city.
JD: Hey I am excited to be here as well and be here with Chad we've had a few great discussions just prepping for this webinar and really excited to present this to everyone with him a little bit about my experience I have a little bit over a decade of experience in town acquisition acting as both a third-party recruiter for Boutique technical recruiting firms and as an in-house technical recruiter I've worked managing talent acquisition teams in high-growth SAAS companies like BambooHR and also servicing a fortune 500 clients for the world's largest recruiting corporation in the past and my main motivator is a focus on organizational health and development and recruitment marketing and employer branding I'm trying to use my expertise to to really change the very way that that company's structure and view the functions of talent acquisition and I really really believe in empowering executives and HR leaders to focus on the human nature of human capital something that sometimes just gets lost in the day-to-day of what we do and in teaching through experience how a people first approach can actually dramatically impact their bottom line.
This is something I saw an article a little while ago probably couple years back that really resonated with me and it says turns out doing the right thing affects your bottom line and that's a that's an overall focus that I have and one of the reasons why I'm really grateful to be a part of this webinar I'm grateful for all the attendance here the fact that that you have taken the time out of your busy schedules take an extra hour to try to learn more about what you do it tells a lot about you and it's very indicative of the kind of professionals you are.
So thanks for being here with us today I'm grateful to be here with Chad and let me just jump in to where we're at in the market right now I think it's no surprise to anyone here that the competition for talent is extremely high with unemployment rates as low as they are it's a seven year low and with the numbers according to the numbers for Millennials which are people born after 1980 they're changing jobs four times during their first decade out of college so with that we all know and I think everybody's feeling it here on the line with us there's quite a lot of pain for recruiters and making sure we're bringing people in and bringing them fast and high quality candidates and that's why I'm excited to talk about candidate engagement and why that matters because it matters in such rough markets and so that's why that's what I want to let Chad then jump into now is talking about candidate engagement being a differentiator.
Chad: Thanks JD yeah you know as we think about crawl walk run and really scaling a great candidate experienced candidate engagement doesn't matter the size of organization you are you just can't afford a poor candidate engagement in fact eighty three percent of job seekers say that a negative interview experience can change their mind about a role or company that they once liked and eighty-seven percent of job seekers say a positive experience can change their mind about a role or a company that they once doubted.
These are eye-opening statistics that really tell me a story that it is about the candidate experience and what are you doing to separate yourself from your from your competition so just some some numbers to think about is we kind of jump through and go through our talk track today.
So I want to talk a little bit about the agenda really quickly so what are we going to be doing now and what can you do to get yourself to the next level so JD and I are going to take a few minutes of peace going through separate individual topics here employer branding recruitment marketing applications and sourcing screening and interviewing and then finally offer a letter and pre onboarding so we'll bounce back and forth JD and I just kind of taking different slides and various points and and we'll we'll jump right in I'm a throwback to JD.
JD: Awesome things Chad one of the things that we're going to address as Chad just mentioned is this aspect of employer branding and this is something I'm glad we're jumping into right off the bat because if you're a smaller company sometimes you watch these webinars and go there's no earthly way I can do that but I can do all of that how do I do that with such limited resources and this is why I'm excited that Chad and I are talking about this today.
There are little things that you can do now no matter what level that you're at if you are a smaller company 50 employees or 100 employees or something like that if you're a little bit hiring your scalability around 300 or 500 of beyond that we're going to talk about these specific levels and the little things that you can do on each topic that have a great impact now.
So number one if you haven't really started jumping into employer branding or really don't have quite a lot of an apparatus set up there are little things that you can do and and for you level one people out there just use what you have now what do I mean when I say that. One of the things that I think is commonly dropped is maintaining consistent contact with candidates sometimes people consider this an impossibility or not really viable when you have so many candidates and hiring managers that you need to talk with so many different levels of communication that you need to have.
This is why a for instance one of the practices we have at BambooHR is sometimes we'll shut down our postings a little bit earlier than other places just so that we can maintain contact with great candidates that have already applied and making sure that we have good contact touch points we just have a plan so that's that one of the first things I would say is just maintain consistent contact and have a plan because your talent brand which affects and is a subset of your employer brand your talent brand is what people say about you and what you want to do is provide an excellent candidate experience with the people you already have contact with.
The second thing I'd recommend is making sure you're creating and refining a careers page if you don't sometimes I hear that people don't have a careers page and I go I just want to cry inside and I go you need to have something as quickly as possible go to your executives and do everything you can to get something even very basic up something that can tell a little bit more about your company very simple to make website there are a lot of different options that you can go for even if you're a smaller company.
The other thing that you can do is make sure that you're utilizing your current social channels for clear and consistent branding or messaging you already have free social channels everywhere right your company make sure they have a LinkedIn page and a Glassdoor page and other pages that they can use and make sure that they are really using a good messaging platform and doing things for free letting your employees make sure your employees are using and utilizing the networks they already have. So this is just a quick example what we did here over at BambooHR on the left you'll see this image making sure you're providing a snapshot of what it's like to work at your organization.
You should be using employee testimonial stories experiences and the more you do this the more you encourage candidates to picture themselves working for you. I think we do a pretty good job at this at BambooHR on our social media channel so I hope you check them out and one example we consistently share our employees photos from their paid paid vacations is something very specific that we do about us and I think potential candidates see that they take notice they might think hey it would be nice to have that benefit or where would I want to go on my paid paid vacation if I had one just so you know this is just something that we do that the executives want to incentivize everyone at the company to take all of their PTO so they do a reimbursement for our vacations.
So that's kind of a inside look of what it's like working at our organization and there are little things that you can do that can attract a lot of attention just some of the day-to-day things and social posts with real people typically actually perform better then product or business related contents that’s a big piece there. I’ll let Chad jump in and take it to level two.
Chad: Thank JD great points there so you know let's move on to kind of the the walk phase level two and really getting to know your audience I think it says really important as you do start to scale and you get past that crawl phase of really starting to build some some content and some messaging so know your audience what I recommend and and what we you know have seen work before is personalize the content for the specific audience group and expand that content net messaging beyond the general employee value proposition right so really start to to really find that niche audience that you're going after and in personalize your messaging in your content so that it is relevant to to that audience.
Ways that you can do this spend time with the teams in which for the roles in which you're really targeting that audience group sit down with that department if you're virtual you can always set up a meeting that's virtual you don't have to always be on-site but getting to know that team getting to know the leaders of that team the individual contributors is going to allow you to kind of figure out where do they hang out you know do they use a lot of social media do they frequently visit chat rooms you know where are some great outlets to kind of think outside the box for where you could find some really great talent that you might not be tapping into right now ask them how they found out about the opportunity at your company did they go to a career site did they just reach out to their trusted network do they use a job board so collecting this data will allow you to then create that content that is specific to that audience.
Getting to know what excites that team about the role you know finding out what what is really fun what what do they like but also finding out maybe what they don't like right so getting this information from the teams that are doing the responsibilities for the target audience that you are specifically going after going to allow you to create some content that's very specific to them and they're going to initially be drawn to that because they're going to feel like you get it a benchmark report that we at Jobvite actually conducted this year found that more than 1/3 of hires come from your career site and another third come from your job boards so it's just very eye-opening to me to make sure that what you are featuring on your career site on your company website what you're putting out through your channels through your job boards making sure that that content is consistent you want to make sure that you're featuring the same brand throughout and the more that a target audience that job seekers see this consistency it's just going to draw them to what you have to offer as a company which is pretty exciting. So with that let's let's take it to the next level.
JD: Awesome so once you've been building these great things that chad has talked about this this really has to do with this focus and I'm glad he addressed this is focused on getting to know your terms. I would recommend starting with one team and really spending the time there that's always been the difficult item we need to convince ourselves to do or to change is to take the time for something that maybe doesn't have an immediate yield or maybe not doesn't feel like it has an immediate yield we're constantly putting out fires we have so many different levels of communications we have to handle that it's sometimes hard to invest that extra time upfront.
So I'm glad he talked about knowing your audiences and understanding your candidate personas and types that your marketing to essentially from there you can build by creating better relationships and forging goo relationships across the board once you start getting to know some teams you're creating more and more brand advocates why too often recruiting is this nebulous thing to other people at your company they don't really understand everything all the mechanics that go into what you do day to day so the more you get to know them the more they'll get to know you the more they see you seeking to understand the nitty-gritty the details behind what they do the frustrations as well as the positives of any particular job they're going to understand that you know the role really well and that they also understand what that personal relationship you're going to take care of their referrals and so on so forth.
So you're just building from there that's this third level is ensure that you and your recruiting team at this point there's probably several of you on our recruiting team and you should be building brand advocates with your relationships. So focus on the internal and educating your employees so that way they become advocates for your company and jobs and working with them. A study from the talent board showed that candidates share their positive recruiting experiences with their friends family and colleagues example like about 81% of the time so likewise they share their negative experiences 66% of the time and with social media their experience becomes even more visible and candidates share their positive experiences all over online like blasts or LinkedIn Facebook 51% of the time and negative experiences 34% of the time so this is something that you need to ensure that that you have a good brand advocate presence meaning your talent brand the people inside your company the people that you're in contact with on a regular basis are also talking about what it's like to work for that team.
So start splitting up the real recommendation that I have is you're scaling a recruiting team here in this level is that you start splitting up your responsibilities and scaling other pieces of your brand make someone on your team in charge of brand ever efforts what's the plan what's the strategy what are the little things you're going to do now and how are you going to build that next quarter a next quarter too often again we get too sidetracked by the tactical the minutiae and we're not really focusing on these big plans that are going to be able to get a broader audience an broader message. So I think actually Chad had a really good example of that he's going to share right now.
Chad: Yep thanks JD so when we when we started putting the content together for this webinar and we were talking about this you know creating relationships and making a unique experience I was reminded of a customer I used to work with and it was an engineering firm and they put together a very unique job application to where you literally had to build things on their application on the web site as you navigated through questions and depending on how you answer those questions allows you additional pieces to be able to engineer a product and it was a really cool very interactive way to you know gauge get engagement to create uniqueness and so as I was talking to Claire about this she found this amazing campaign that Heineken put together.
It goes well beyond the standard employee value proposition and really a connects with the audience which is job seekers and I actually went through this and encourage you after the webinar to check it out it what it does is it really is so interactive it was amazing it's like if it's like watching a video that is directed towards you the job seeker as the audience and asks you questions and while you may or may not realize that the questions that they're asking is really trying to decipher what sort of a career path that you have and where based on those answers where would you fit within Heineken as an employee and it was really cool and especially the first question that they ask is you want to be world famous or do you want to have strong roots and while that question is you know I think we all want both there is no wrong answer and so you know part of Heineken and what they're trying to create is they want to create a world famous brand they want to create strong roots and they want to find people who want to be a part of that.
So definitely highly encourage you to go through this is if it was just a really cool interactive this is absolutely in the run phase of you know where you can scale but definitely something that we wanted to kind of bring to your attention as this may be a goal to have to to eventually build out the way that you're creating that engagement creating relationships with candidates and job seekers kind of thinking outside the box to make a little of fun and also to understand personalities and potential career paths for for each of your job seekers.
JD: Awesome awesome and as we as we jump from this idea of employer brand and things you can do to build your brand over time versus recruitment marketing I think it's helpful to take a moment to talk about some nomenclature maybe or about some some definitions in that I’m recruitment marketing is a lot more focused I think to town acquisition professionals sometimes the definitions are a bit hazy and there are new definitions constantly I'm sorry that we're all dealing with this but at least we're in it together right so with recruitment marketing it's this is specific for the paid advertising that you're doing maybe display advertising or paid social very specific to the advertising you do to also add and build your brand so it's it's a smaller piece of that but a very focused piece that I wanted to jump into.
So level one what can you do when you just don't have that many resources at your disposal and you're just trying to dive into this right now. The first thing that I recommend is stop and don't chase everything all at once be choosy in functions you pursue there are too many companies or too many I think recruiting teams or sometimes you're the only recruiter and you're trying to do everything all at once understandable to try to build something as fast as you can understandable to not have enough time to do it but there's a really cool focus that we had in our company a couple years ago it was our annual our annual focus was choose focus finish and repeat
A lot of times the hardest thing is just choosing choosing sometimes less expensive things that you can do a/b testing on and trying things out so target number one I'd recommend target for your highest needed positions who is your target audience as we as we talked about this Chad went into this as well who's your target audience what are the candidate personas you're looking for where will they find the ad sometimes we just want a machine gun the world and blast our advertisements everywhere when really we should be choosing very specific places where we want to test and see if we have good responses from candidates there so think again about what would entice them to apply what would target candidate want why would they want to apply for the job what is your company culture spectacular is there room for growth highlight the appealing things about that position in that team.
Finally asked will this ad in general appeal to the ideal candidate I think sometimes there's a disconnect between what hiring managers think and what recruiters think as far as that ideal candidate there should be a lot of clarity before you do some type of advertising or anything like that no matter what scope or scale choose the channels that will be most effective for those priority positions and and new channels are constantly growing that's the exciting thing about what's happening in in talent acquisition there are new channels constantly and according to our partner Jobvites 2017 job seeker study almost a quarter of job seekers applied to their current or most recent job via LinkedIn so so maybe you want to check that out LinkedIn has a very cheap PPC model that you could kind of look into or maybe there are other platforms and things that you should try out test it in small amounts with different personas and ad types.
For example if your organization wants to hire a senior marketing manager it's probably not going to be worth your time or all of the cost and all of the approvals that it takes to get that cost to post it on Facebook maybe that's not where your ideal candidate will find it so don't be afraid to ask for this kind of information from job boards they should be able to provide you with case studies demographics and other data to help you determine if there's is a board that might attract the people you want to reach if not don't waste your time and budget and and there's a lot of times where people will talk with a lot of account executives and make sure that they're giving me solid numbers case studies and talking about those demographics very very helpful there so make sure you just be in choosing and then start with channels where you're already strong for instance don't start an Instagram account if most of your prospective candidates are going to be on LinkedIn somewhere for that particular position or position type and I can let Chad take it from here on this next level.
Chad: Thanks JD yeah so let's move to kind of the walk level when it comes to recruitment marketing and what are we doing to to maintain our contact all right so you want to create enough content to where you know you are funneling the right information through the right channels in the right format all right so create evergreen campaigns that you are continually sending out you know content to that audience we all have roles and teams within our companies that were responsible for that you just continue to recruit for almost year-round whether it's a high turnover team or just a fast growing team it's just an evergreen role that maybe it's a really difficult role right so create content that you can continually send out to these talent pools where you can also create a good mix of you know job functionality as well as company information.
So it's you know the mix of both of these things are going to keep your audience and your jobseekers engaged in what you're sending so it's not so canned it's not so repetitive it's not the same content over and over because you want to be able to make sure that you really keep that interest of those who are opting in right and pay attention to those trends speaking of opting in use benchmark data create baseline so that you have a starting point maybe you're you're measuring your conversion rate maybe you're measuring your opt-in maybe you're creating links within the the campaign's that you're sending out and you want to track the trends of who's opening what content and use that to your advantage to really determine it's working what's not what's being most effective so that going forward you can now say okay this has worked in the past this hasn't so it's put our focus here let's create additional content that kind of mirrors this as we scale and as we move from team to team role to role what's worked what hasn't.
And so in one example that we wanted to kind of share with you really quickly from a Jobvite customer is you know we obviously offer the gage product here which is solely based on that recruitment marketing piece and find a target audience let's find individuals that have a skill set a profile that's very relevant to a role we're trying to fill let's create that content let's create messaging let's track how many people were sending it to how many people have opened that email how many people have opted out through the unsubscribe option what is the conversion rate of those people actually joining our talent network and then actually applying and so just wanted to provide you with you know some some baselines that you can utilize as you start to scale grow this out take it to the next level let's I have a slide here just kind of breaking that out so campaigns to really target the things that are important to the individuals you're trying to reach what's what are some cool things that are happening within your company are you.
Have you received some accolades or some awards something that's really going to be eye-opening is as you want to get individuals to join that network creating a link within those email campaigns to send them to a landing page so you can collect more information it's really easy to fill out name email right you don't have to make everything required make it simple make it easy and now you've just captured a whole new audience that wants to opt-in wants to hear more about your company about what you're doing and clearly they're engaged it allows you to be more proactive and at the top of that funnel really create you know a very wide audience so that you know whether it's six months a year 18 months you've got these individuals who have taken upon themselves to opt in because of the cool content that you're sending them so sending follow-up emails to keep that talent engaged and this is where you want to get creative and especially those who have opted into your talent network you want to think outside the box you don't want to continually send them the same links and send them to the same company page you know get get creative there you know ask them to you know to to click on links that are something new every time so that they stay engaged and even maybe share out they're networks how much fun they're having with with email campaigns in the content that you're actually sending them. I think that takes the spirit of it back too.
JD: Yeah okay well this is actually something that I wanted to stop real quick and address everyone here and say I know some of these things can be daunting if you don't have an apparatus yet that's why we're doing this webinar so that way you can kind of plan this out and get to that point this is some very cool and slick advertising that Jobvite is doing and that the clients are doing it's awesome but you can get there that's the whole point that we're trying to paint for you do some of the things right now maybe plan it for q3 of next year to launch something else it's all about choosing to do the right things right now.
If you're if you've already done this type of advertising and gotten a little bit more specific there the last thing that that we wanted to address as being very specific on your reporting and effectiveness of these kinds of campaigns. So with this if you're in level 3 you need to get very specific with your source report conversions really you look at all of your different sources which ones are converting what's your applicant to higher ratio what are the all the ratios in between there you really want to understand what's resonating over time so that we you can continually improve and I talked to our recruiting team and there's this little adage that we have where we say try it track it tweak it it's just that simple you don't need to do everything all at once you just need to really get into the details this is not something that you would do necessary and level one though that can sometimes be a distraction from a generally effective and free social media campaign or something like that right but but really when you're at this level you should be going into the nitty-gritty to understand how these things are converting and also your funnel report conversions there's reporting in both Jobvite and Bamboo Systems and other systems out there that can talk about the interview ratio conversions so how many people are coming in to interview from these sources ah but these are usually the people that don't stick around for a longer process maybe that's a process thing we need to change or maybe it's the actual source of our candidates measure your end to end process really is the focus on this to get really specific with your data and your metrics.
Chad: Thanks JD and yeah you've brought up a good point you know to get to the run phase of recruitment marketing to get to this level three it takes time so you know for those of you out there who are like this is way beyond you know the scale little think long term like this isn't going to happen tomorrow or next week or even q1 2019 like this is thinking you know where do I want to get to and how can I get there and what are some takeaways from from our talk track today to help kind of set that up for success right so to elaborate a little bit more on you know get specific get out there and visit people in person you know if you think about what we've done for level 1 and level 2 creating all this content and sending out messaging and you know keeping it in general for evergreen and getting specific and getting people the top of the funnel and they're in your Talent Network all of that takes time right and the takeaway here is all of that is electronic all of that is messaging through a computer and through your mobile device and you know they can see that it's probably coming from a human but not saying that you're going to be able to meet everyone who opts into your network but if you can get out and and find user groups find meetups take opportunities to attend events where you might be able to get up and speak about opportunities about your company this is really taking it to the next level.
You know what I've done the past is you know going all the way back to a slide we had previously of getting to know your teams find out who regularly goes in and joins user groups locally and just go and hang out you don't have to use it as a selling point you have to stand up and raise your hand say I'm a recruiter and I'd love for you to come work for me just getting to know your audience a little bit more networking getting out there and actually researching and finding individuals who you know have that background have that skill set you're going to run into a few who know about you know about a company maybe have opted into your talent network and you've been kind of engaging with that person for several weeks and getting out there and actually putting a face to that name is really going to excel and take it to take it to the next level.
JD: Awesome thanks again Chad and let's jump into applications and sourcing and some of the little things that you can do now for level one in this part of the process now why would we talk about applications insourcing well you're probably already doing some level of this or quite a lot of this right that's applications that's kind of the name of the game but one of the things that we wanted to address right at the beginning here is this idea an absolute need to remove obstacles something that that is all too common actually so let's jump into that many recruiters actually have an HR pros have applications they've never applied to themselves I hope you have taken some time to walk in the candidates shoes or ask a friend to do the same hey I wanted to see if you could choose any job it doesn't even matter if you're qualified but just apply to it and tell me your feedback from that ask a manager to do the same.
Sometimes this might be something that really gives some good insights as to the ease of application process that you should have the idea is that you want to be able to report back and understand ok the user experience ie the candidate experience is something that is really rough or it's it's a lot more daunting or even if it's not terribly daunting and full of a lot of redundancy sometimes it's just easier to fill out applications at the four neighboring companies right around you so I hope you are you audit that you take a look at it that's the first thing no matter where you're at right now go ahead and audit your application and sourcing pieces make sure that application is as simple as possible so in that case study from that 2017 talent board candidate experience report one recruiting professional from explained quote we've simplified our application process eliminating two full pages of application data that previous candidates had to fill out also we've added content right before candidates begin their application for example immediately after candidates click apply we've added a page that tells candidates how long the application process should take what pieces of information they'll need and how they'll best complete the application.
This serves as a bit of a self-selection point in which some candidates may opt out entirely based on knowing more about our full process while others may return later to complete their application. Such a cool idea such a great thing that they do there in order to either get engagement or give self selectors allowing people just self-select out which otherwise would have been a timed drain later on so there are some very cool things that you can do in your application process in your early communications there are automated emails with applicant tracking systems you can look into that and I hope you're adding very cool content to that to keep engagement up and just making it a lot more simple for the candidate there's a lot of places they could apply you want it to be yours.
Okay so let's take a look a little bit of the numbers for that shorter applications not only have a higher click to apply rate they also cost you less too. These reports from app cast show that shortening your average time to hire or average time to apply may increase your applicant flow by 300% think about the jobs that you have open right now would you like three times more candidates maybe you should take a look at your application process that over time it has gotten a little bit too bureaucratic maybe a little bit too much red tape a little bit too much and redundancy there. So go ahead and audit that and that's it for that first level and let Chad take it from here.
Chad: Thanks JD. So some great points there and if you want to really kind of take that to the next level how come you get yourself there right maybe you're already there you don't realize it so to really narrow that pool focus on some high-touch sourcing on key departments key team some of those evergreen positions as we kind of talked about earlier rather than taking the kind of what you might call the spray-and-pray approach to your talent pool really focus on what is important what's an urgency what our roles that you know are are going to need to be filled more frequently or just a higher sense of urgency because of a specific need that you currently have but also find a balance you want your messaging to be personable but you also want to make sure that you include high number of touches for candidates right so going back to kind of setting a benchmark and always having a baseline you know.
Try sending out three very personalized messages and maybe to kind of more general messages versus five you know what you feel are perfectly crafted content emails right and and track those results you know are the three personalized emails that you've been sending out and that you're creating netting a higher return and a better click-through rate and you know more ops into your talent network or are the ones that are more own kind of a little bit more buzz because you're creating a little sense of you know excitement right and one thing that I have found that has worked for me over the years is you know when I reach out to individuals I don't want to personalize every email so much that I'm spending way too much time crafting those emails but I also don't want to send out a generic email to a ton of of job seekers or potential prospects because then that's just going to become redundant.
It's going to be boring they're not going to feel the love and attention that they deserve because they're obviously someone who's qualified for the role so I will I'll keep my my communications pretty short and sweet and really hoping to pique the interest of the individual receiving that so that they want to hear more Chad made this sound interesting it's personal to me because he called out maybe a skill set I have a company I work for the work I've been doing so he obviously took the time to review my profile but doesn't leave me a lot of content around the specific role so you know creating a little bit of mystery almost gets the attention of this individual so you don't need to fully customize everything you do but you do want to make it a little bit more personable so that they feel like it's directed to them and not to a greater audience.
You also want to make sure that you have discipline to really cut down your list you know sometimes we have so many requisitions that we're working that some roles just inherently get a lot of applicants and get a lot of return so you want to make sure that you have the discipline to be able to cut down on on job postings if you do have enough candidates give yourself some time to review those maybe there's a individuals that have have taken the time to apply and you don't need to to advertise that role very much.
You can also start sourcing before you post clearly we're all doing some sort of a strategy session with our hiring managers getting to know the role whether that's a role that you've worked on before or a new one you kind of have those conversations you have some content maybe you're still working on the job description the approval to get it out there so while all those things are working in conjunction get out there and start searching start sourcing find some candidates that kind of fit the bill that you know the hiring manager is looking for that way when you do kind of bring a full circle and you're ready to put that final stamp on the job description you can bring those you know you may be your top five top ten candidates that you have found on see if you're on the right page so just being that taking that kind of proactive approach is we're going to really help them narrow the pool create more personalized content but not requiring a ton of your time to make sure that we're focusing on the right side right emails and the right messaging.
JD: Awesome awesome yeah and right along with that this aspect of or this piece of scaling your team this next level is really has to do with specializing your efforts and scaling your team and the things that Chad just talk about something that we do over here at BambooHR because we have time to do so we have enough headcount to do so we really have focused our time on making sure we have great talent pools before we ever actually post or launch a positions so glad that Chad talked about that because it's part of kind of a go-to-market strategy to us for most of our positions it's just something that we're able to do now and helps things go a lot smoother posting stay open short for shorter periods of time and it lessens our overall workload and the workload for the hiring managers so this is what I wanted to jump into now this idea of special in your efforts specializing your efforts really has to do with asking for headcount sometimes and I know that's not something that makes a lot of people in our industry very trepidation everyone gets pretty nervous about yeah but I always get rejected for that or like at what point and I feel like often we are using the wrong measurements to justify scaling a team.
I think we should take a lot from our marketing and sales friends within companies and that there are a lot of different metrics we can use to really look at workloads and adding headcount to the team and adding more value to that so as you scale out increasing headcount on your recruiting team can mean that you can prioritize specialize more can have greater communications like Chad was talking about and you're able to specialize more in understanding these candidate personas and candidate types for instance one of our talent acquisition partners over here at BambooHR recently did a sales enablement certification of her own accord because she wanted to really understand what it was like to go through that and understand the things that they test for that just her understanding that better allows her to screen to do some sales and marketing for the position as well and just have better quality experience and quality hires for that team so she's able to specialize because she has time to do so we at BambooHR have less requisitions because we have a larger umbrella of influence in what we handle we do everything from from workforce planning until two months check-in after onboarding but because of this we're able to have something that's still very scaleable.
And we can really have all the pieces that we're talking about today employer branding and recruitment marketing these things that each each individual recruiter can do because they don't have maybe 40 requisitions which may sound too familiar to many of you out there so that's one of the things that I hope most of us are looking at trying out changing to is specializing to specific teams or departments and scaling our teams sooner don't be afraid to ask for that headcount don't be afraid to use the right numbers to show hey our workload only gets us to a triage point and only gets us to a point of putting out fires it doesn't get us to win in the local job market. All right so now that you've been doing that you're you're jumping into scaling your team you're jumping into scaling or improving your application and sourcing pieces we're going to jump right into screening interviews and what you should be looking at right now number one use again use what you have a lot of times we tend to complicate this but really it's about focusing on what you have in improving what you have.
So when you're when you're doing these screening and interview pieces you should be setting clear expectations for candidates according to that same 2017 talent board can experience report candidate who rated their hiring experience as a one star out of five 46% withdrew their applications due to disrespect of time during interviews in contrast among candidates who gave their experience a great or five star rating only one point four percent left due to disrespect of time. So set clear objectives for hiring committees and help these hiring committees know and understand that time is of the essence ie respect of a candidate's time getting back to them quickly where if you know you can't get back to them quickly just let them know you're going to take your time on it most the time people understand that if you're just able to communicate that.
One of the things that you should be doing is auditing your hiring experience so I will go ahead and just jump into this idea real fast I don't know if we have enough time to really get into greater detail with this but I did an exercise with their talent acquisition team and it was where we look at a template of a job description and I took out the name of the job and I asked them to read it out loud and it sounded suspiciously like what we do at BambooHR and I had them guess what that position might be and it was just a template I found on indeed they're a very generic job description and the title for that job was process engineer this is something that I hope you start thinking about doing no matter what level you're at really making sure you're going to hiring managers and saying hey if we had this many interviews or if we cut down the amount of people involved in the interview process we could bring people in a little bit faster and I predict or project you could probably save twelve hours of your work life how do you feel about that right.
Those are the kinds of things I think we need to to look at doing is just in order to scale what we have is first go back and simplify and make sure we've we kind of process engineered our hiring and screening process and apparatus keep it short keep it simple and make sure when you're jumping into that you're able to use some of the data to sell that point to your hiring managers create the small but strong interview team who agree on what they're interviewing for both as a whole and individually so this is a really cool graph here at Google's people analytics team found out that for interviews were enough to predict whether someone should be hired at Google with eighty six percent confidence after the fourth interviewer the increase in accuracy dropped off dramatically with each additional interview the accuracy of the mean interview score or that scores ability to predict a higher or no higher decision increased less than one per cent so go ahead and show this to them go ahead and show them a few other stats but help them see that more is not always better we just need to have a clean good process for hiring and I'll let Chad jump in from there.
Chad: Awesome. Thank You JD in light of time I'm going to try and speed things up so we have some time of the end for questions so I'm going to get through my content here but probably not time talking about some of this stuff so that we can make sure that we address questions. So when we talk about level 2 and providing guidance the biggest takeaway that I have here for you guys is creating some sort of a competency guide this doesn't again doesn't have to require a lot at your time you have job descriptions and you have interaction with your hiring managers so just between those two things you should easily be able to list out you know 10 to 15 bullet points of what's important and what is going to make someone successful in this role and creating some questions and what are some things that are must-haves or that we can look for that are going to make an individual thrive in this role and so I highly encourage that you know as you get to that level 2 and you're starting to walk and getting into that run working with your hiring managers to create some sort of a competency guide that will allow you to assess every candidate apples the apples because the end of the day that's what we need to do to kind of eliminate bias and keep everything on track right as well as interview evaluation a lot of applicant tracking systems these days you can create specific evaluation forms tailored to that role so it doesn't have to be generic in general you can derive an evaluation that is specific to sales specific the engineering specific of customer success so that when the interview team goes in to fill those out they now have a exact topic of what's important to that team and that hiring manager in the success and growth of that individual that's going to be joining that team.
One of the things I definitely wanted to mention is you know making sure that that you are utilizing things that have been consistent throughout the process once you do get to this point you know candidates still want to hear some consistency they want to make sure that they have insight into the product into you know what is for a specific role marketplace are you an industry leader so some things that you are consistently sharing throughout the entire process to get their candidate to this point make sure that consistency stays and remains so that they have that confidence have that trust in the company as they look to possibly join so with that I could talk more but I'm gonna I'm going to go back to the JD for the next slide.
JD: Awesome I'm also going to try to speak with brevity which is something's pretty difficult for me sometimes. So one of the big takeaway of this piece of being at level 3 or you're at a point where these other things are working well enough is focusing on refining your process and continuous internal education very often we're not spending enough time and the time that we need to to educate our hiring managers on what works what are the best practices what are the best I just got out of a meeting an hour ago with somebody on our business team and talk to him about good interview ratios I'm continually educating hiring managers and other leadership that's part of the process is going to help you continue to refine your process they'll understand the what and the why make sure you're documenting your process and the what and the why as well and you'll continue to find more ways to clean that process and keep experiences positive.
So that's the main takeaway is continuous internal education one of the things that we do at Bamboo is when when a leader comes on then we do leadership onboarding ascension we do interview training as part of that one of the directors we recently hired said said I implicitly trust you guys as subject-matter experts because of the hiring experience that I had. So it's just going to get better from there and that's the big takeaway I have from that all right I guess there's nothing earth-shattering there from that one but hope you continue to build on there and we're going to let Chad jump in to offer letter and pre onboarding.
Chad: Yeah, this is the last kind of outline step that we have for our webinar today is just once you have done all of this work leading up to wanting to extend an offer and get your new hire onboard this is where the fun kicks in because it feels like all of your work finally came to fruition so I'm so back to go back to JD to kind of talk about offer letter and onboarding.
JD: Okay so as far as this idea of creating excitement this is one of the things that again will kind of breeze through an interest of time here but let me give you some of the things that we do at BambooHR that maybe you can take right now no matter what level you're at because we started doing this a little while ago if you're providing a great candidate experience then this offer letter phase is easier it's a it's a much easier thing to go through because they already have some excitement there you're not going back and forth and playing a poker game on negotiations it just seems intuitive at that point if you're building good relationships throughout the hiring process and they have a great experience.
Make everything as efficient as you can meeting getting all of the offer letter pieces an automated offer letter and finding the right tools to have a good clean offer letter phase I think the biggest stumble that companies often have is that they create too bulky of an offer letter phase or it becomes very daunting or maybe there's a lot of bureaucracy involved in it clean that up it should be about the excitement of their job and yes there are some things some check marks that you need to make sure in place legal things absolutely but do everything you can to simplify to create excitement provide confidence in creating that excitement about joining your organization one of the things that we do is we'll make team introductions during our office tours will answer questions about the job when they first come in for an interview and how that helps later on with the offer they already know they already you've resolved concerns before the concerns are even there so they've already painted a picture of themselves in that role and with that I'll just to speed things along I think that's some of the biggest things that you can do with candidates is if you're creating excitement and engagement now the offer letter and onboarding phases are going to be a lot simpler as long as you make sure to automate those and make sure they're not filled with a lot of extras.
Chad: Perfect, so amplify your efforts you've put in all of this hard work you put in all of this legwork to get to this point so do you can to keep that candidate engaged right there might be several weeks between an offer sign and their actual start date so keeping constant communication with that candidate don't just say oh wipe my hands clean I got the got him an offer they signed it onto the next like still give that that new hire some TLC you know that you've worked so hard to get them at this point don't just you know let them somehow slip through the cracks because we neglected to to keep in communication with them have self onboarding you know so many systems these days that's going to really kind of take it to the next level in regards to the the experience that they're able to obtain now that they're about to join your organization they're going to feel included they're going to feel wanted if something as little as creating you know their own profile within some of the systems that you use like they're starting to feel like a part of your organization that's so crucial between their offer in their actual start date and it's really just going to honestly help speed up some of the things that you need to do from an HR perspective for for all your new hires so going to throw it back to the JD one last time for for the final level.
JD: Alright this is something that together just kind of bounce back and forth on again thanks for being with us everyone just wanted to make sure we jump to this last piece start insuring these managers are invested and understand the role in this phase what are some things that managers understand their role in this phase what are some things that managers can do to be involved beyond interviewing well they can invite a new hire or somebody where they're giving an offer letter to invite them to lunch with team members to get them to know the team a little bit better something that we that we do is we often send pictures there was a copyright on our team feel free to look him up to verify my wild claims Rob DeLuca our lead copywriter over here he actually one of the first instances where we just used pictures of the teams that they were so excited to have him join the team even before he signed the offer that they sent a great picture over to him and I just it brings a lot when you're forging connections and building relationships you're also answering questions before people even start and those questions are what is this really going to be like am I going to be included and involved what am I going to like this job you're already resolving those concerns beforehand and just getting a very smooth off four letter and onboarding phase so involve the managers educate them we have an internal wiki over here that we've built out to give these ideas to managers we want to continually educate them on it. Alright we're going to jump right into metrics here and let Chad jump into those top funnel pieces.
Chad: Thank you yes so real quickly you know track some of the things that are right there at the top of the funnel you know more specifically how much time are they spending on the career site what are the application rates are candidates getting enough information and being engaged to apply to your requisitions so when we start breaking this down start at the top because that's obviously where we're kind of the you know the the first line defense if you will begins but to build out these these candidate pools so what are we doing right out the gate how can we improve what are the benchmarks and really make sure that you're tracking positive and negative so you have that comparison so you know what can work going forward.
JD: Awesome for this again for inching of time where we're coming close to top of the hour we will send out these slides here but the main thing I will say about this is that do not neglect your drop-off wait your candidate withdrawal rates your voluntary turnover and examining those metrics as well as your your new hire turnover if anybody leaves in the first 90 days you really need to look at feedback from the exit interviews and go back and change something and your hiring and marketing efforts early on when you're trying to find the right people for your teams and factor in that cost per hire conversion. Again hope we can answer some written Q&A’s later on out this if there are some more on this but want to just move it right along and back over to Chad.
Chad: Yeah, yep really quickly some I'm on the wrong side for candidate engagement metrics I love NPS Net Promoter Score I love being able to get candidate feedback in their surveys you know every company's different on how frequently you send out a survey whether you do it right after a recruiter screen if they get to the hiring manager if you wait until the on-site interview but really utilizing that data to identify gaps to increase the in candidate engagement and improve the candidates process and their experience right so make sure that you do some sort of metrics so that you are gauging what the candidates are experiencing and also the interview teams like it's very important to make sure that you are surveying individuals on your specific teams maybe they feel that there's some redundancies or need focus more on deciding who should focus on specific aspects of the candidates background so just think some sort of a scorecard so that you know from your hiring team and from your candidate what's working well what’s not so that we can improve and then continue to expand on the things we're doing proactively and positively.
So real quickly and over past time but just some takeaways candidate engagement can happen at every level it doesn't matter what size you are how much money and resources you have to invest what your budget is analyze your current efforts so that you can map where you want to be you know metrics and creating baselines are so important identify next level in each area whether it's the employee branding the recruitment marketing application and sourcing screening and interviewing or what the offer letter and pre our onboarding phase like make sure that you are able to identify where you stand and what you can do to get yourself to that next level and then measure the impact of your efforts to be able to have data that says you know this is working this isn't we've put a lot of time and effort into focusing on the employer branding and here are the fruits of our labor so that now you can move on to the recruitment marketing and so on and so forth so just make sure that you do have something in place that you're able to track your your efforts because it definitely does take your time and want to make sure that we're creating a great engagement and great experience overall JD anything to add to that.
JD: Nothing bigs just a just a very big thank you to everyone who is attending here but this main message that you brought up this idea that you can do things right now and the little things matter right now that you can build from so grateful that you address that and you address that in metrics and and all the pieces for that so yeah I think that's about it for today for me thanks.
Chad: Awesome yes thank you everyone I'm going to fill it back to Claire I don't know if we have time for Q&A but definitely want to address that now.
Claire: Yeah definitely, hi everyone this is Claire so we are four minutes over our scheduled time so we did have some fantastic questions and if you have any for Chad and JD to answer please add them into the Q&A box right now what I'm going to do is leave this webinar on just for a little bit longer so that you have time to type them in and then I'm going to collect them and have Chad and JD answer them afterwards and we'll either add them into our follow-up email maybe put it in a blog post and another thing is that Chad and JD are on LinkedIn who would of thought.
So what I think they would both be happy to do is for you to reach out to them to connect with them to get to know them and to send them your questions because as I'm sure you could tell these are both incredibly intelligent and helpful guys that we have here so feel free to do any and all of those options but I’m going to let you guys go for the rest of your day you can see up here on the screen that we've got a couple of different offers from BambooHR and Jobvite perspectively you're going to get more information about them in our follow-up email but you can read them on the screen right now too.
So thank you very much to everyone who is able to join us this afternoon morning evening depending on where you are in the world and thank you very much Chad and to JD and the BambooHR team who I know did an incredible amount to work on these slides and everything in the background the thanks everyone have a great day.