Today’s post, the second in a 3-part series, comes to us from Workforce Institute board member and HR Bartender Sharlyn Lauby. Be sure to check out part one “5 Currencies Essential to Your Company’s Employee Value Proposition”. In today’s post, she talks about the importance of creating employee trust in your organization.
With unemployment rates at historic lows, companies are very focused on recruiting. Not just finding and hiring the best talent (which is important) but having a recruiting process that’s going to pave the way for new hires to do their best work and stay with the organization.
The key to hiring and retaining the best talent is trust. If we want people to apply for jobs, they need to trust the company. Candidates will accept the company’s offer, if they trust the recruiter and hiring manager. And ultimately, new employees will stay only as long as they feel they can trust the work environment.
During last year’s KronosWorks conference, Malysa O’Connor, senior director of marketing at Kronos, talked about some of the research they’re seeing regarding today’s recruiting environment and how companies use that research to tweak their existing recruiting process for better results. Here are some highlights:
Start a conversation with prospective candidates before they apply. O’Connor shared that 76 percent of candidates research organizations online before applying. Obviously, organizations want candidates to find out the “good stuff” about the company. One way for them to hear about the good things the company is doing is to hear it directly from the company. Create a talent network that allows prospective applicants to stay in touch and hear what’s happening inside the organization.
Leverage technology to the company’s advantage. One-third of candidates say an organization needs at least a three-star rating on sites like Glassdoor and Indeed for them to apply. There are a couple of ways for companies to address recruiting rating sites. First of all, create a fantastic candidate experience and you won’t have to worry. But that’s easier said than done. The second strategy is to encourage (not force) candidates and employees to rate the experience.
Provide applicants with a realistic job preview. Forty-six percent of candidates will evaluate a company’s reputation before accepting a job offer. Part of that evaluation is going to be looking at whether the offered position is being presented in an accurate light. Today’s candidates aren’t looking for surprises. They are fine with accepting less than perfect opportunities provided the company is being transparent and honest about the requirements of the position.
Use onboarding to bridge the candidate and employee experience. O’Connor mentioned that 83 percent of candidates base their decision to apply on an organization’s values. This means that during interviews, candidates will be looking to see if a credibility gap exists in the company’s employment brand. Not only will organizations want to include a values conversation in interviews, but during orientation and onboarding as well.
Good processes will yield good outcomes. Organizations that want to hire the best talent need to have an excellent recruiting process because candidates have choices. And if the organization wants candidates to choose them, then understanding how to build trust in the recruiting process is essential.