What can an organization do to improve its talent pool of employees, to boost its employer brand image, and to have motivated new recruits?

Answer: effective candidate management. It is imperative for the hiring establishment that new members of its work team start off with a pleasant experience. An employee’s journey within their employer organization begins with their first interaction as a candidate to be considered for a job.

That is an opportunity for the organization to show how well it takes care of not only its hired personnel, but also of any person that interacts with it. A workplace culture of respect and appreciation right from the beginning tends to breed motivated and productive workers.

Moreover, disqualified candidates taking away an experience of encouragement, attentiveness and regard from the hiring process is a credit to the organization: no small thanks to the viral internet platforms, it establishes an image of benevolence and attracts candidates in the future, raising the chances for talent acquisition.

Let’s look into what candidate management entails: it is the process in which a recruiting body establishes a relationship with the candidate and sustains that relationship through constant input in the form of interactive communication, guiding the candidate through the hiring funnel. The goal of this process is to make the hiring procedure primarily candidate-oriented.

The needs and requirements of the candidate must be catered for at every step. The applicant should feel welcomed, well-attended to and empowered. The key to bringing this about is communication.

Foremost, it is vital that the recruiter is transparent about the job goals and the requisites for it; there must be no hidden agendas. The candidate is to be given clear, precise, relevant details about the job being offered. Timely automated reminders, notifications, even cordial congratulatory or consolatory emails can go a long way in building a relationship.

Secondly, every decent effort should be made to gather data about the contender and to know them – through questionnaires, social media, and interviews – only then can the recruiting team carry out a well-informed interaction with the applicant that is specifically tailored to their needs.

Another way to have a customized communication is segmentation of candidates based on tag logics, such as specializations, experience, etc.

When a person is made to feel seen and heard, it brings out the best in them; it is worth putting in an effort for, since recruiters are actively gauging applicants on the basis of their potential.

Furthermore, there should be feedback from candidates. At every step of the recruiting funnel (talent attraction, segmentation, relationship development, application, interview, feedback management, offer management), the candidates must be encouraged and provided with a platform to address any issues they face or appraise the recruitment process from their perspective.

This shall allow the recruiters to assess the effectiveness of their method and to improve it, looping back to providing better candidate management. Another important part of candidate management is how the process ends.

A successful candidate to be welcomed warmly while a disqualified contender to be encouraged to apply for where their skills are better suited is crucial.

Rejected candidates can later be sent tailored messages about alternative jobs. It goes on to show how the essence of candidate management is the betterment and growth of candidates.


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