Monthly Archives: April 2012

Get Real & Rate Your Candidate Experience

confused

If you want to get real about your candidate experience, ask yourself these questions about your hiring process:

  1. Do my job postings contain complete information about the duties of the job, the requirements, and the conditions of the job in easy to read language?
  2. Do I communicate the length of time and the information required to fill out an application?
  3. Am I only asking only relevant information from the applicant via the online application?
  4. Do I give information to the applicant about the next steps in the hiring process?
  5. Do I provide timely status updates to my applicants?  And ideally, a way for the applicant to check their status online?
  6. Am I offering ways for my applicants to connect with my organization via social media or other communication methods?
  7. Do I disposition the candidates during the hiring process, and especially once the requisition is filled?

Then, apply to one of your own jobs and validate that everything works the way you think it should.

After you’ve done that, enter the Candidate Experience Awards and get even more insight on how to create a positive experience for your candidates.  You might even win some nice recognition.

Advertisements

To Customers, Content, Service & Marketing Is Technology (Not Just the Code)

bits-and-letters

The big aha moment didn’t come for me until I strolled through the halls of SXSW this year. Having been at the front-end of a tech startup company, my focus has always been on what software can accomplish – on what the little 1s and 0s can automate for the customer. But at the national gathering of geeks, artists and marketers, it was obvious that the lines are completely blurred for the customer, just as the lines between programmers, artists and marketers are becoming more and more blurred. The customer sees technology as an entire package, a package that includes the image of the company (and how that image reflects on them), how they are treated by the people of the company, and what kind of information the company shares with them. A tech company could have the biggest, most intricate, innovative software product in the world, but if the content, service or marketing isn’t there, the software isn’t going to be adopted.

During a session on HTML5 for Film, the film makers on the panel talked about how the technology used to deliver their film affects how the audience experiences the product (film). In the audience’s mind, the code behind the delivery of the movie is an integral part of the quality of the movie. And vice versa – the information provided about and within your software, including the information the user is supposed to help provide, affects the customer’s experience of the product.

A recent comment on an article about the limited adoption of google plus mentioned that the mistake google made was not to import the user’s existing content from facebook, twitter, LinkedIn, etc, into google plus. Google, being the tech company that they are, focused on how the technology works. The customer’s experience using the software, however, was greatly hampered by the lack of content.

Letting the user share about their software experience has also become embedded into the technology identity.  Although normally a tech company would see sharing, tweeting and facebook-ing about their product as marketing, many customers consider the ability to share about their use of technology an integral part of it.

Technology companies that focus just on the functionality of the software will see less and less user adoption as the software marketplace becomes more mature.

Usable HR Technology Doesn’t Mean Less Clicks

In the late 90s when usability first came to software developers’ attention, a lot of focus was made on the number of clicks a user made and the tracking of the eye on a software interface to reduce user memory.  While these are still important considerations, the science of usability has advanced to include the persuasion of a user to accomplish a specific goal.

In recruiting, the goal is to find a good match for a job.  While efforts to reduce the number of clicks for an online application are admirable, they are not necessarily meeting the end goal of the application.  The focus should be on an easy to use interface that allows an applicant to show whether or not he fits the job.

“The future of design is about creating engagement and commitment to meet measurable business goals.” – Dr. Eric Schaffer / Founder and CEO Human Factors International, Inc. in his white paper “Beyond Usability”

When applicants are polled regarding what they do not like about online job applications, they don’t complain about the number of clicks, but rather the lack of information about the job, the irrelevancy of the information collected,  the limited data formats accepted and the lack of follow-up.  Most of these are soft areas that relate more to content than technology.  However, in both applicants and recruiters minds, all of it is technology.

candidate experience

From The Candidate Experience Monograph by Gerry Crispin and Mark Mehler, with others.

HR tech vendors can help assist their clients by providing suggested content, best practices information during implementation and staying on the cutting edge of consumer focused technology.  The end goal of a talent management application must be to find the best fit for the job, while leveraging technology to save as much time and effort as possible, and to enforce compliance.  The end goal often gets lost within the latest industry buzz words and trends, but it must stay in the forefront in order to create truly usable hr technology.