HR Pro Victorio Milian holds us accountable when he asks us to “Put Up or Shut Up,” to publicly declare our intentions and publicly report on our progress or lack thereof. As such, I wanted to report on my progress since my last post on this.
This year, my main Put Up or Shut Up focus this has been on improving the candidate experience. I have worked really hard at this, but for many months, I noticed my commitment translated into evenings and Saturdays spent updating applicants on their status.
After a string of weekend work, I decided I needed to approach the issue more strategically. Working harder wasn’t going to cut it; there simply aren’t enough hours in the week to communicate with an endless stream of applicants. I began to focus more on yield ratios, including applications to interviews; interviews to offers; and offers to hires; knowing that if fewer applicants entered the process, managing and communicating with them would be less time-intensive. And I realized that conducting fewer dead-end interviews would save AMAZING amounts of time, not just in appointment time but because the further the candidate advances, the greater the expectation around communication. One solution was psychometric testing designed to separate the exceptional workers from the rest. (As I study for my SPHR, I am reminded that carefully designed pre-employment testing has an exceptionally high validity co-efficient).
I also wanted to say that in general, my department has done pretty well with candidate experience. Oh, we’ll never be perfect and we’ll never hit 100%, but we do some things well. We welcome interviewees into a warm, friendly environment. Our staff are relaxed and convivial. If during our conversation it becomes apparent the candidate is a better fit for a competitor, I refer elsewhere.I don’t believe in adversarial interviews and I’m often thanked for making the interview experience comfortable.