Attracting the Best Part 2: The Candidate Experience
John Elliott • Sep 07, 2021

Attracting the Best Part 2: The Candidate Experience

How do you attract the very best candidates for every position?


This is the second in a two-part series focused on the question of how to attract the very best candidates for every position. In the first, we looked at the employee experience, because attracting the best begins with retaining the best. Here, we’ll focus on the candidate experience.

 

The ‘candidate experience’ is the sum total of every point of contact between your organisation and a prospective employee. This is an important principle, because every single element of that start-to-finish lifecycle contributes to the candidate’s experience, and therefore their perception of your organisation. Handled well, this works in your favour. If it’s not, it can result in candidates dropping out of the process, or declining offers. The candidate experience is comprised of four primary elements: the initial impression through employment marketing, the application stage, interviews and communication between them, and the hiring and onboarding process.

 

Employment Marketing

Smart companies understand that a job posting and a job description are two different things. A job description is an internal HR document. A job posting is a marketing piece; it’s your opportunity to sell your company, and your opportunity, to the candidates you’re trying to recruit. Great candidates are attracted by postings that speak to them about what it’s like to work for your company, and about some of the more positive – even exciting – elements of the work they’ll get to do there. If there are clear paths for progression, even better; top employees want to see that they can learn, grow, and develop further in their career. Your company website is also a recruitment tool – the best candidates thoroughly research companies they’re considering, so every part of your website (not just the ‘Employment Opportunities’ page) should be viewed through that lens. Good recruiters seek to understand the unique value of working for your company, so we can sell the opportunity in a compelling way when we’re speaking with prospective candidates.

 

Application Process

Have you ever tried to apply to work for your own company? It can be an interesting experiment that helps you see firsthand how easy or difficult it is, and the kind of first impression it leaves with applicants. If you invite candidates to email resumes and cover letters, do they receive a confirmation letting them know their application was received, and perhaps even what to expect next? If you ask candidates to fill in a form with their experience, is the form clean and visually appealing, and does it work properly? When a submission is made, does the applicant get confirmation that it was successful? Some companies – particularly those that have recently begun using applicant tracking systems – ask candidates to do both: submit a resume and cover letter, and also to enter the same information in a form. Redundancies like this are frustrating to applicants, and can cost you the candidate you really want. Ideally, it should be just as easy for a person to apply to work for you, as it is for a new customer to work with you.

 

Interviews and Communication

Before starting a recruitment process for any position, it pays to think about who needs to be involved in the interview process, and when. High performing candidates often have to take time away from a current job to interview, and this can become difficult and frustrating when an interview process has too many separate steps. Group interviews, or having shortlisted candidates move through several back-to-back interviews in one day, can be helpful ways of streamlining the process for everyone. It’s also helpful to determine what you’re looking for at each stage of the interview process. This way, the questions each interviewer asks will be more strategic and intentional, making the interviews more focused and productive.


Throughout the process, one person – an employee, or a recruiter if you’re using a firm – should be the main point of contact with candidates, keeping lines of communication open. If someone is no longer being considered, delivering the news promptly (and compassionately) leaves as positive an impression as possible. If you want a candidate to move ahead, it’s even more important to stay closely in touch, being clear about timelines and next steps.


 

Hiring and Onboarding

The final step in a successful hiring process is, of course, the hire. Smart companies plan beyond day one, though. The experience that a brand new employee has in their first few weeks with your company sets the tone for their time with you, and in fact can cement their decision to stay or to keep their eyes open. Onboarding differs vastly from one company to the next; there’s no single formula for success, but a new hire should feel welcomed, and should have a clear sense of structure and organisation: that the role and the company were ready for them to start. Take advantage of the opportunity you and your new hire have to make a great mutual first impression that turns into a lasting relationship.


Paying attention to these four stages of the candidate experience pays dividends. You’ll attract and successfully hire more of your first-choice candidates, winning the race for the high-performing employees you need on your team



Executive introducing new leader as part of executive onboarding process

Executive Onboarding in Food & Beverage: The Blueprint for Success

By John Elliott • 09 Apr, 2024
The arrival of a new executive heralds a period of opportunity, transformation, and, inevitably, challenge. The process of integrating this new leader – onboarding – is a critical, often under-emphasised phase that can significantly influence the trajectory of both the individual's and the company's future. So why do so many organisations fail to get executive onboarding right? The High Stakes of Executive Onboarding The adage "well begun is half done" resonates profoundly in executive onboarding. Harvard Business Review reveals a startling statistic: as many as 40-50% of new executives fail within the first 18 months of their appointment. This failure rate is not just a personal setback for the executives; it represents a substantial cost to the company – often up to five times the executive's salary. The reasons for failure? Poor cultural fit, unclear expectations, and inadequate onboarding support top the list. But what makes the consumer goods industry particularly challenging for new executives? It's a dynamic sector where consumer preferences shift rapidly, supply chains are complex, and competition is intense. Here, more than anywhere else, an executive's ability to adapt and lead effectively from the outset is paramount. The Multifaceted Challenges in Onboarding The failure of many organisations in the consumer goods industry to effectively onboard new executives is multifaceted: 1. Tailored Onboarding Versus Standard Processes The provided text emphasises the necessity of a tailored onboarding process for executives, distinct from standard employee onboarding. This is particularly relevant in the consumer goods industry, where executives must navigate unique market dynamics, consumer trends, and complex supply chains in Australia. Tailoring the onboarding process to address these specific industry challenges ensures that executives can hit the ground running with a clear understanding of the landscape they will operate in. 2. The Role of a Dedicated Onboarding Team The concept of a dedicated project team for executive onboarding, as implemented by Palo Alto Networks, could be highly effective in the consumer goods sector. Such a team could focus on providing industry-specific insights, facilitating connections with key stakeholders, and ensuring that new executives understand the nuances of the Australian consumer market. This team would act as a bridge between the executive and the unique aspects of the Australian consumer goods landscape. 3. Engagement During the Notice Period In the consumer goods industry, where market trends and consumer preferences can shift rapidly, keeping executives engaged during their notice period is crucial. This period can be used to familiarise them with current market analyses, consumer behaviour trends, and ongoing projects. This proactive approach ensures that the executive is well-informed and ready to contribute from day one. 4. Cultural Orientation and Familiarity Building a strong cultural connection is vital in any industry but takes on added importance in consumer goods, which often relies on understanding and adapting to cultural nuances to succeed. Regular touchpoints that orient the new executive to the company's culture, values, and consumer-centric approach can help in crafting strategies that resonate with the Australian market. 5. Collaboration Among Various Teams The need for collaboration between HR, Reward, Performance, and Talent teams is pertinent in the consumer goods sector. This collaboration can ensure a unified approach to addressing the specific challenges and opportunities an executive might face in this dynamic industry. For instance, understanding the compensation frameworks and performance indicators specific to different departments within a consumer goods company can aid an executive in making more informed decisions. 6. 'Just-in-Time' Resources The idea of providing ‘just-in-time’ resources is particularly beneficial for executives in the fast-moving consumer goods sector. Given the rapid pace of change in consumer preferences and market trends, having access to real-time data and concise, relevant information can be invaluable. This approach allows executives to stay agile and make decisions based on the latest market insights. 7. Understanding of Performance Cycles In the consumer goods industry, understanding the timing and nuances of performance cycles is critical. This is especially true in a market like Australia, where seasonal trends and events can significantly impact consumer behaviour. The onboarding process should include education on these cycles, preparing executives to plan and execute strategies effectively in sync with these fluctuations. The Role of the Board in Facilitating Successful Onboarding The board of directors plays a pivotal role in the onboarding process. Their actions, or lack thereof, can set the tone for the new executive’s tenure. What should they be doing? Pre-Onboarding Engagement: The process starts before the executive's first day. Boards must ensure clear communication about the company's vision, challenges, and expectations. This early dialogue helps align the executive’s mindset with the company's strategic goals. Structured Onboarding Plan: Developing a comprehensive, customised onboarding plan is crucial. This should cover not just the operational aspects of the role but also the cultural and interpersonal dynamics of the organisation. Mentorship and Networking Support: Assigning a mentor from the board or senior leadership can accelerate the integration process. Additionally, facilitating introductions and networking opportunities within and outside the company is invaluable. Regular Check-Ins and Feedback: Ongoing support doesn’t end after the first week or month. Regular check-ins to provide and receive feedback ensure any issues are addressed promptly. Performance Metrics: Clear, early-established metrics for success help the new executive understand how their performance will be measured. Enhancing Executive Performance through Effective Onboarding The correlation between effective onboarding and enhanced executive performance is well-established. A study by McKinsey found that executives who had a successful onboarding experience were 1.9 times more likely to exceed performance expectations. Furthermore, these executives reported feeling more integrated into the company culture and more effective in their roles earlier than their peers who experienced less structured onboarding. Effective onboarding leads to better decision-making, faster strategy implementation, and a more cohesive leadership team. It builds a foundation of trust and understanding that is crucial in the high-stake, rapidly evolving consumer goods market. Onboarding as a Strategic Imperative Effective executive onboarding goes beyond mere orientation – it is a strategic process that lays the groundwork for long-term success. As we've seen in the consumer goods industry in Australia, a well-planned and executed onboarding process can be the difference between a flourishing leadership tenure and a costly misstep. In an era where the cost of failure is high and the speed of change is relentless, consumer goods companies must view executive onboarding not as a perfunctory checklist but as a fundamental building block of sustainable leadership and organisational success. Remember, your new executive's journey is a reflection of your organisation's commitment to leadership excellence. Invest in their onboarding, and you're investing in the future of your company.
two men are sitting at a table with a laptop and talking to each other .

Talent Acquisition: Internal Strategies vs. Executive Search Partnerships in Australia's Beverage Industry

By John Elliott • 18 Mar, 2024
Explore the pivotal choice between internal talent acquisition and hiring via executive search firms in the food and beverage industry for optimal growth.
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