Candidate Experience

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Candidate Experience (translated: "Applicant experience ", also often referred to as "Candidate Journey") describes the entirety of an applicant's experience at all points of contact with his potential new employer. Measures employers take to optimize these touchpoints, including: a. To increase the number of incoming applications in the company, one of the methods of employer branding . The focus is on "Approaches for a positively experienced employer brand in the application process and beyond".

definition

A frequently cited early definition comes from Gerry Crispin and Mark Mehler from 2011. The two are considered pioneers in the field and praise and others. a. also the international CandE Awards . You define the candidate experience in your book The Candidate Experience: What they say it is; What it really is; and, What it can be als : "The attitudes and behaviors of individuals who aspire to work for a firm about the recruiting process, the stakeholders in the process, the work and the company itself as a place to work."

The term was formed analogously to customer experience . Customer experience management (CEM or CXM) or customer experience management serves to create positive customer experiences in order to build an emotional bond between user and product or provider. The aim of CEM is to turn satisfied customers into loyal customers and loyal customers into “enthusiastic ambassadors” of the brand or product (“satisfied - loyal - advocate”). Similarly, Candidate Experience Management is tailored to the application process and its effect on the applicant.

The Candidate Experience Management as an element of employer branding has "the goal of every encounter a candidate or a candidate with the potential employer to walk in a positive and motivating experience." Another starting point is the knowledge that over 70 percent of all applicants pass on negative application experiences orally or in the form of reviews.

An early proof of use can be found in the USA in 1981. In Germany, the term was introduced around 2013.

6-phase model

Candidate Experience describes the collective perception and experience that a potential candidate collects from / with an employer on the candidate journey ("application journey"). This perception should be consistent at all touchpoints (contact points) such as job advertisements, social media , application forms, e-mails, job interviews, etc. Six phases can be assigned to the touchpoints. This consistency can be ensured through e-recruiting .

The phase model represents the ideal process that a (potential) applicant can go through. He becomes aware of the company (1st attraction), then uses various channels to find out about the company and its job offers (2nd information), applies to the company (3rd application ), takes part in the selection process through job interviews , assessment Center or similar (4th selection), receives an acceptance and starts with the company (5th onboarding ) and experiences the company's day-to-day work (6th commitment).

Sandra Petschar u. a. suggest designing the candidate experience as an e-recruiting process, in which online forms, language, etc. are consciously designed to be applicant-friendly, using the experience and analysis tools of e-commerce.

Influencing factors

An empirical study shows that the communication technology used in the application hardly plays a role in the candidate experience. Rather, it is important to have a simple and rapid process with up-to-date information. A lack of information during the application process can damage the company's image. The candidate, for whom the process is a black box, should receive prompt and clear feedback on their status in the application process. Another study shows that companies with a positive image can deal more selectively with applicants without harming their sense of justice. An open question is how far a standardized application path can meet the needs of all age and specialist groups. In their empirical study across all age groups, Wald and Athanas emphasize, in addition to the more technical factors (e.g. understandable formulation of job titles), the importance of building relationships and building trust in the application process for a positive candidate experience.

literature

  • Maïté Ullah, Robindro Ullah: Success factor candidate experience: The change of perspective in recruiting. Schäffer Poeschl 2015. ISBN 978-3791034805 .
  • Tim Verhoeven (Ed.): Candidate Experience: Approaches for a positively experienced employer brand in the application process and beyond. Springer Gabler 2016. ISBN 978-3-658-08895-8 .
  • July M. McCarthy, Talya N. Bauer, Donald M. Trujillo et al. a .: Improving the Candidate Experience. In: Organizational Dynamics: 47 (2018) 3, pp. 147–154.

Individual evidence

  1. ↑ a b Tim Verhoeven: Candidate Experience . Springer Gabler, Wiesbaden 2016, ISBN 978-3-658-08895-8 , pp. 20 .
  2. ↑ The Role of Candidate Experience Management in Recruiting, Google Books Limited Preview
  3. ↑ Sandra Jeanquarles Miles, Randy McCarney: The candidate experience: Is it damaging your employer branding? In: Business Horizons 61 (2018) 5, pp. 653–654.
  4. ^ Gerry Crispin, Mark Mehler: The Candidate Experience: What they say it is; What it really is; and, What it can be. CareerXroads, 2011.
  5. ↑ Candidate Experience - What is it actually? February 17, 2014, accessed December 20, 2019 (German).
  6. ^ Study by Future Workplace LLC , New York, cited. on workplacetrends.com
  7. ↑ A Study of Candidate Age, Candidate Experience, and Administrative Level as Criteria in the Teacher Selection Process, University of Wisconsin, USA - 1981 (limited Google Books preview)
  8. ↑ M. Ullah, R. Ullah: Annoyed applicants. In: Harvard Business Manager , April 2016.
  9. ↑ Candidate Experience: # 1 The Theory. In: Candidate Experience. Retrieved December 20, 2019 .
  10. ↑ The 6 phases of the candidate experience. December 12, 2019, accessed December 20, 2019 (German).
  11. ↑ Natashda Allden, Lisa Harris: Building a positive candidate experience: towards a networked model of e-recruitment. In: Journal of Business Strategy 34 (2013) 5, pp. 36–47 [1]
  12. ↑ Sandra Petschar u. a .: Candidate Experience in E-Recruiting in: Verhoeven (Ed.), pp. 91–107.
  13. ↑ Ryan, Ann Marie; Ali, Abdifatah Ahmed; Hauer, Terry; French-Vitet, Jillyan: Timeliness is Key to the CandidateExperience , in: Personnel Assessment and Decisions 3 (2017) 1, Article 4. DOI: 10.25035 / pad.2017.004 Online
  14. ↑ Sumanth, JJ; Cable, DM: Status and organizational entry: How organizational and individual status affect justice perceptions of hiring systems. In: Personnel Psychology , 64 (2015), pp. 963-1000.
  15. ^ Peter M. Wald, Christoph Athanas; Candidate Journey Study 2017. University of Technology, Economics and Culture Leipzig / meta HR Unternehmensberatung, Berlin, Munich 2017.