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Archive for the ‘Candidate Experience’ Category

January 19, 2012

Steffan Martell of CareerBuilder on the Candidate Experience

The candidate experience includes rejection for most. Steffan Martell of CareerBuilder recently offered some clear guidelines on how the candidate rejection process should be handled. Click PLAY to hear what he has to say, and then scroll down to read more.

Steffan offers four main points to consider for keeping the rejection process in-line with the candidate experience and expectations.

  1. Use the same level/form of communication established
  2. Provide details on where they stand in the process
  3. Keep them informed along the way
  4. Provide candid feedback regarding fit and potential for future prospects

Use the same level/form of communication established
Steffan puts out some great criteria here. If you have spoken with a candidate, give them the bad news over the phone. If you have only had an email exchange, a digital dialogue is appropriate.

The personal relationship established with a phone call or an interview sets expectations high for the candidate. They know out of all the candidates you were highly interested in them. As many as 90% of candidates never get to a phone call, so this level of engagement sends a message that their qualifications are a close match. This creates hope and expectations for additional personal contact. (See more about candidate hope.)

The impersonal nature of the internet may at times make it easy for forget each applicant is another sentient human being. Delivering an exceptional candidate experience, even for the act of rejection, calls for some level of sensitivity and reciprocity.

Provide details on where they stand in the process
Gerry Crispin is an advocate for providing candidates with an interesting variety of data such as how many candidates typically apply per week or month and how many are hired during that same period. It’s a bit like the lottery publishing the winning odds. But, it also sends the candidate a message about the scope of challenge the company faces. In high applicant to hire ratio scenarios this can be a powerful form of level setting communication. This type of data does not have to be real-time data. Generalized stats should serve you well.

Having typical timeline and expected next step information can also be shared in a general format. With open or standing requisitions a blanket statement such as: “We contact the most qualified candidates by Friday of each week.” For one-off requisitions you may have more specific details. “The most qualified candidates will be contacted for a phone interviews by DATE. On site interviews will be conduct during the week of DATE. We anticipate a hiring decision to be made by DATE.

Candidates who do not hear from you by each of those dates know what that means. That does not remove the need to communicate with them, but it does in a Steffan Martell of CareerBuilder on the candidate experience manner let them know they have not advanced.

Keep them informed along the way
In our work on understanding candidate expectations, job seekers clearly stated one of their highest needs for information is on the status of their application. Steffan mentions the ‘black hole.’ It is too real for many candidates, due to recruiting processes that are void of communication tools being set up properly and recruiters who underutilize automation resources.

Any ATS worth its license agreement will have a candidate disposition process and automatically triggered communications. Make sure your process has well written messages to advise candidates of where they stand in your process.

Provide candid feedback regarding fit and potential for future prospects
Steffan offers another excellent point here. Job seekers want to know why they did not get the job. The evasive answer we used to teach our recruiters was to always use the “We were fortunate to get a lot of candidates to consider. After careful review, we advanced those candidates who seemed most qualified.”

While that response told the candidate the company process, it was void of insight for their personal growth. Martell suggests we share more. And to share in a manner that sets proper expectations for the future. Candidates hate to be strung along. Be frank and straight forward on whether you will keep them on your radar or not.

Remember, due to the fact that only one candidate gets hired, recruiting is the business of rejection.  Look for ways to do it well. Make better rejection part of your staffing process improvement initiatives for 2012.

Where Next?
Once again, there will be an application process for the Candidate Experience Award.
2012 will provide another opportunity to highlight those organizations that are doing it well, getting it right and being a leader in delivering an exceptional candidate experience. Check in here to begin the application process.

January 3, 2012

Maren Hogan of Red Branch Media on Candidate Experience

I had an opportunity to speak with Maren Hogan of Red Branch Media regarding the candidate experience. In particular, we spoke about the candidate rejection process.   Maren offers three great suggestions.  Click PLAY to hear Maren’s recommendations, then scroll down to read more.

Candidate as Consumer

Either directly or indirectly, your business may touch the candidate from a consumer or customer perspective.  Maren suggests we treat each candidate much like your marketing function would:  have good communication tools and methods in place, keep track of who you have in the pipeline and reach out to them.  Each interaction provides and opportunity to create a brand positive candidate experience.  Examine the messaging; the continuity and reactions candidates have to how your recruiting process impacts their perception of your organization.

Earlier this year, the first Candidate Experience Awards were presented to a few organizations that take the candidate as customer issue quite seriously.  In addition, a  Candidate Experience Monograph was drafted to provide some guidance on this topic. Additional information can also be found here.

Support Career Search Objectives

Maren suggests HR professionals must not impede the candidate’s career pursuit with vague, misleading or lack of communication. Candidates want to use their time and effort well too.  They do not want to be strung along. Give the candidate a No, to free them up to pursue other options. I wrote about the candidate’s act of hope and possible desperation with each Apply Now click.  Be sensitive the candidate’s situation.

Engage Fewer – Reject Fewer

What is the right amount of candidates?  There is no mathematical formula for that.  However there are some resources to consider. Maren suggests the use of pre-employment tests or assessments. These tools are extremely beneficial with high applicant to hire ratios.  You can read more about these resources on our main web page of on this blog. Maren also suggests focused and effective use of social media.

Candidate pools or communities can be created with a range of social media resources.  To reduce the broadcast approach to sourcing, investing time and energy engaging potential candidates through social media can reduce the number of candidates you may need to engage to find a good fit.  And the benefit of fewer candidates is fewer rejections.

Candidate source can also be analyzed with pre-employment assessment results.  This can help refine sourcing effectiveness by examining both the yield – hires per source, as well as competency profile by source.  Armed with this data, sourcing strategies can hone in on talent pools that drive up recruiter efficiency, improve quality of hire and reduce the number of candidates that need to get the rejection message.

Thanks to Maren for sharing a few ideas for improving the candidate experience.  If you would like to explore improving your candidate experience, give us a call or drop us a note.

December 13, 2011

Measure Twice, Cut Once – It is all about job-fit

Sage advice to the trades suggests an accurate fit can be achieved by taking the time to measure, and then to take a second measure to verify, before making the cut. Two measures increase the confidence in and accuracy of the cut. Following that guidance helps reduce waste and rework when crafting a fine object. The same holds true building a workforce that achieves superior results. Using a multi-method pre-employment assessment allows you to measure twice or even seven times within one candidate experience, to help determine job-fit.

Measure Twice, Cut Once

I have worked in the trades and the joke about the advice above is – I cut it twice and it is still too short! Well intended and skillful recruiters sometime take a pipeline full of candidates, cut it twice and still make job-fit hiring decisions that miss the mark. Measurement to support job-fit decisions is critical.

Job-fit is complex. I have never sat across the desk from someone who said, “Our jobs are simple, people don’t need to bring much to be successful here.” In fact, even in entry level jobs, the variables that drive success are complex and can be difficult to objectively measure. Jobs with complex demands require rigorous evaluation methods, methods that measure twice and cut once.

Measure Twice

A common practice in the use of assessment is to administer a combination of a personality or work style questionnaire and a reasoning test. This is a simple form of two measures. The unfortunate and common outcome is poor accuracy and the ‘cut’ can be ‘off the mark.’ Candidate job-fit is far more complex than a test score and diverse high-to-low ratings on a number of personality traits.

Multi-method pre-employment assessment integrates an assortment of evaluation types to deliver a whole-person examination of diverse knowledge, skill, traits, characteristics required by the job demands. Multi-method assessment makes it possible to obtain two or more measurements or evaluations of each job relevant performance domain. When attempting to predict candidate behavior across six to eight competencies, a well developed multi-method assessment can evaluate each competency with multiple measures, thus delivering a confident job-fit measure.

Multi-Method Measurement

Here are some common assessment types that can be integrated into a multi-method assessment.

Situational judgment – choosing among options on how one might respond to common interactions with customers or co-workers

Problem solving – accessing and considering information to address questions, resolve issues

Idea generation/brainstorming – recalling or synthesizing options for a given scenario

Work history – identifying job relevant career experiences, achievements, work habits and career management behaviors

Data analysis – computations, trend analysis, comparisons and drawing conclusions from various information sources

Diagnostic reasoning – applying rule-based logic to system analysis

Prioritization – evaluation and ranking of relative importance and potential consequences of work flow demands

Delegation – discerning appropriateness of and approach to assigning work to others

Multi-tasking – splitting attention among competing demands while performance complex tasks

Work style- comparative description of preferred behavior patterns

The elegance afforded by many of these assessment methods is the ease by which the content can be created to reflect or mimic the actual demands of the job. For example, a day-in-the-life of a manager may include working with operating statements to identify issue that need attention, coming up with a variety of ways to handle the action items, selecting action items to delegate to team members and being prepared to handle a variety of team member responses.   A multi-method assessment can combine a series of exercises that present that entire sequence; Data analysis, idea generation/brainstorming, delegation, situational judgment.

Whole Person Job-Fit Profile

Whole Person Job-Fit Profile

The complexity and diverse range of job-fit attributes measured with this approach allows candidate results to be presented across a job specific competency model.  This is done through the use of HR analytics and a scoring algorithm that weights and values candidate responses according to their relationship with actual on-the-job performance.

In addition to obtaining the evaluation information, the candidates are invited to step into the job and get a glimpse of what it is like to handle the work flow. The assessment can become a form of realistic job preview.

Pre-employment testing has evolved a great deal in the past few years. The web has provided a format for delivering a highly engaging and robust multi-method assessment experience. If you value accurate job-fit, it may be time to explore how a multi-method pre-employment assessment could support your recruiting and hiring process.

Call (888) 485-7633 or write to set up a demonstration.

Measure twice, cut once to reduce staffing waste from your hiring decisions. The result is a workforce that delivers superior results.

October 14, 2011

Assessments Are Now As Much About the Brand

Top Employers Deliver Better Candidate Experience

According to Moses Bar-Yoseph, the national director, talent attraction, for KPMG in Canada, “The line is now blurring between assessment and branding.”

KPMG Canada recently launched a pre-employment assessment for managerial candidates.  Positioned as a Day-in-the-Life experience, it provides a candidate experience as unique as the KPMG brand, and as challenging as the role of a manager in tax, audit or consultancy.  KPMG sees candidate engagement as a two-way process of both education and evaluation.

The KPMG Canada virtual job tryout was developed with high levels of involvement from across the firm.  Hundreds of existing managers completed the initial version of the assessment to support the in-house validation analysis.  Their responses to various day-to-day work issues, job relevant questionnaires, and individual business results were analyzed to create a scoring algorithm.  The go-live version reports on Overall Fit and provides ratings on KPMG Canada specific competencies.  Recruiters identify best-fit candidates quickly and objectively.  The results provide better candidate data for comparing and contrasting among candidates and exceptional decision support for hiring managers.

Bar-Yoseph was recently interviewed by Todd Raphael of ERE Media about the process.  The article is here.

October 6, 2011

Candidate Experience Awards – Virtual Job Tryout Client Among Winners

2011 Candidate Experience Award Stamp

Some organizations take their candidate experience seriously.  This year, after considerable thought, some survey data and insightful collaborative writing, The Candidate Experience Awards were conceived.

Gerry Crispin and a team nurtured the idea and a process for application and evaluation was born.  The industry is fortunate to have forward thinking individuals willing to get out in front and take some pull-forward actions.

Dwight and Jean Accept CEA


The candidate experience is complex with many touch-points.  Doing it all well is no small feat.  SunTrust, one of our Virtual Job Tryout clients was honored with a Candidate Experience Award at the HR Technology Conference in Las Vegas.

Our Kudos and Congratulations go out to the entire talent team at SunTrust.  Way to Go!

September 5, 2011

Virtual Job Tryout Demonstrations at Taleo World

Shaker Consulting Group will be conducting demonstrations of the Virtual Job Tryout for participants at Taleo World.  You will see how we create a candidate experience as unique as your brand, an evaluation experience as challenging as your job.

This is our sixth year as a sponsor/exhibitor at Taleo World.  It is a great opportunity for us to connect with our existing clients on the Taleo platform.  It also allows us to showcase our simulation for pre-employment testing to other Taleo clients.

If you are attending Taleo World, stop in and see us at Booth 23.

If you would like to read what some of our clients are saying about the Virtual Job Tryout, check out this sample of testimonials.  The decision support from candidate results enhances the recruiter experience.  Your recruiters identify best-fit candidates faster and build a workforce that delivers superior results.

We look forward to seeing your in San Francisco.

August 22, 2011

Recruiter Rights Vs. Candidate Experience

Rayanne Thorn of Broadbean sets out a call for recruiter rights over candidate experience in her blog post.

Recruiter Rights begin with recruiter responsibilities.  Sourcing that creates unnecessarily high applicant to hire ratios, candidate evaluation methods that rely on subjective word search and resume data review technology, and posting methods that present jobs to geographically distant populations are examples of recruiter self-inflicted wounds.

Resume spam is a function of technology looking for a solution versus recruiters designing a candidate experience that adds two-way value to the information exchange.  Most applicant technology interfaces are incapable of offering an assessment of candidates that differentiates job-fit capabilities in a meaningful and valuable way.  Beginning candidate evaluation with resume data is a GIGO proposition.

Gerry Crispin and I, plus a small, but growing list of people see a more candidate centric process as raising the rights and responsibilities of both parties in the business process called staffing.  Placing a more engaging and meaningful candidate experience into your process can reduce unwanted through a percentage who self-select out, and by providing data that compares candidates in a more useful manner.  Candidates and recruiters who have been through a meaningful experience offer testimonials that document the win-win.

The new Candidate Experience Award is about the entire, balanced approach to staffing process improvement.  Recruiter Experience AND Candidate Experience.

Come visit us in booth at 351 the HR Technology Conference.  Learn about the power of a Candidate Experience that improves the Recruiter Experience.

August 4, 2011

Eight Changes in the Apply Now Element of the Candidate Experience

Candidate ExpereinceThe Internet has changed the nature of the Apply Now candidate experience. Paste your resume here is a thing of the past for companies leading the wave of change in how candidates get considered for a job. Leading edge companies are creating an interactive online candidate experience. In this new format the candidate can learn more about the company and the job while the company can learn more useful information about the people applying for the job. This article will help you understand how to obtain the most value from the Careers page of companies deploying best practices for online employment applications.

1. The Resume is becoming less important.
Job seekers put a great deal of time and energy into writing resumes, often seeking assistance to create a good looking and great sounding document. However, research shows that about one third of resumes contain misrepresentations. Tell your career story truthfully, recruiters check the facts. Recruiters use word search technology to indentify resumes with specific skills and experiences. Technology puts resumes in “yes” and “no” piles based on the word search criteria. Unfortunately, people use different words to describe the same experience. And, resumes do not contain objective information that can fairly differentiate between candidates. As such, companies that are most concerned with advancing the best candidates are developing online questionnaires to quickly gather objective, fair, and consistent information about you. The resume is best used during the interview, to guide the conversation in a manner that uncovers the value your past experiences will offer in the new position. Given a choice of completing an online application questionnaire or pasting your resume, go for the online questionnaire.

2. You are a decision maker in the recruiting process.
Sometimes people get a few weeks into the new position and say, “I didn’t know this was part of the job.” or “This is not what I expected.” When people have that reaction, they have a tendency to begin looking for a new job quickly. In essence, they may quit before they even begin. To help reduce this reaction, leading edge companies are creating what is known as realistic job previews (RJP). This is not a job description. A RJP is a detailed and balanced overview of the job, describing both the exciting as well as the demanding aspects of the work. When you have more information about the position, you are better equipped to decide if the job is right for you. Look for buttons on the Careers page that say things like: Job Overview, Learn more about this job, Day in the Life, or other indications that more detailed information is available. A RJP often includes videos, or pictures of people on the job and audio files describing what people find rewarding and challenging about the work. Take time to carefully learn more about the job and make an informed decision about applying for the position.

3. Company culture impacts career satisfaction.
Each company has its own unique “feel”, it places value on certain behaviors and has a distinct management style. You may thrive in one culture and be stifled in another. Companies that want you to “fit-in” with their culture are providing an overview of their values, management style and performance expectations on their web page. Look for the sections on the web that are labeled: About Us, Who We Are, Working at ABC Co., Company Values. Be sure to look for information about career development, advancement, and what might be said about how they make working for their company a rewarding experience. Take time to learn about the company’s culture so you can decide if it offers the type of work environment you value.

4. Assessments add objectivity and fairness.
Almost 50% of companies use some form of pre-employment assessment to learn more about candidates. In most cases, this is a good thing. Assessment falls into several categories: 1. Work style or personality, 2. Reasoning or thinking ability and 3. Skills or Capabilities. Each of the three main types of assessments will be covered in more detail below. Because resumes are very subjective, and can vary so widely from people applying for the same position, assessment allows a more fair and consistent method for candidates to present themselves. There are well-developed standards for the use of assessments in employment practices and, for the most part, companies follow these recommendations, called: The Uniform Guidelines on Employee Selection Methods. These guidelines come from the EEOC and state any testing, assessments, and even the questions used during the interview must be related to the demands of the job, and must treat all candidates fairly and consistently. In addition, the company has to show that the assessment does not discriminate against applicants. If you encounter what seems to be an assessment, it will typically begin with a thorough explanation of what you are being asked to complete. Take assessments seriously, they are your best opportunity to create a clear picture of your qualifications for the job.

5. Work style or personality is a strong predictor of job performance.
How you go about your work, or your preferred approach for handling the day-to-day demands of the job is often called your work style. Questionnaires have been used for decades to help people describe their preferred work style. In the last 10 to 15 years much has been learned about measuring people’s preferred approach to work. A work style questionnaire will typically present one or more statements and ask you to select the one that best describes you, or asks whether you agree or disagree with how it describes your preferred approach. The worst thing you can do when completing a work style questionnaire is to fake your responses or try to guess what the correct response should be. In work style there is no right answer. What is most important is to accurately and candidly describe yourself. Most companies will have conducted research on which work style characteristics relate to effectiveness and satisfaction in the job. If you have those traits, you may be more successful in the job than those people who have a different style. If you try to second-guess the answers, you may end up taking a job you won’t like, because it requires and demands a different work style than you naturally bring to a situation. This can cause stress and job burnout. When faced with completing a work style questionnaire – be yourself.

6. Each job has reasoning demands.
Solving problems, interpreting information, composing communications are just a few examples of how thinking ability is required on the job. Internet technology has made it easier for companies to present candidates with a sample of common thinking challenges faced in day-to-day work situations. In essence, companies that use this method can get a small sample of how you will respond to the thinking demands of the job and at the same time, you get a sense of the nature of the work. It can be quite helpful for you and the employer to see how effectively you are prepared to handle the thinking demands of the job. Reasoning tests may be presented with a fixed time for completion, such as 10 minutes. This levels the playing field a bit, in that on the job we do not have unlimited time, so the company gets to see which applicants get the most correct work done in the allotted time. If you find yourself at the beginning of a test of your reasoning capabilities, read the instructions carefully, take time to study the sample questions and then work as quickly as you can. If you have time left at the end, go back and see if you can complete any questions you skipped. Your score will most often be based on the total number of correct answers. When completing an assessment of your reasoning or thinking skills, work quickly, and accurately. Most are not pass-fail so don’t stress out if you miss some.

7. Knowledge and skills can be transferable.
Computer and software skills, technical capabilities and occupational knowledge are valuable resources you can transfer with you from one job to another. As a best practice, more companies are asking candidates to complete a skills or knowledge test as part of the application process. If you can apply your education and training to the job better than another candidate, the company will need to spend less time and money training you. You can prepare for an online job knowledge or skills test by taking time to review technical manuals, certification training materials and the proper procedures for job-specific skills.

8. Test Drive the Job with Simulations.
The multi-media nature of the web now allows elements of the job to be recreated in engaging, interactive exercises. You may encounter videos or audio conversations that stop and ask what you would do next, or how you would respond. There may be data entry activities which evaluate your speed and accuracy on working with data, computer database activities which examine how well you can navigate and find answers, or even prioritization and delegation exercises. These types of simulations for pre-employment testing teach you something about the job demands and often portray elements of the company culture. Being asked to complete a simulation is an indication that the company takes hiring decisions very seriously. The effort to develop company-specific simulations ensures recruiters are able to identify and hire the most qualified candidates. People who perform well on the simulation are very likely to perform extremely well on the job. If you encounter a simulation, treat it like going to work for a day. Give it your best thinking and your most sincere effort.

Summary
The nature of applying for a job is evolving. Using Internet technology, companies and candidates can learn much more about the degree of job-fit that might exist. The more comprehensive the application process, the better the quality of the hiring decision for both employer and candidate. As more information is exchanged between the applicant and the company, both parties are better equipped to make a sound decision. This leads to greater job satisfaction, higher levels of productivity and a more competitive organization.

Online applications are a big win for everybody. When you encounter a comprehensive online application process, it is most often a sign that a company is working hard to: deliver and exceptional candidate experience,  increase the objectivity of the recruiting process, ensure all candidates are treated fairly, and improve the likelihood you will be successful when they offer you the job.

Best of success in your career pursuit!

July 26, 2011

Virtual Job Tryout Answer Key

Candidates can be resourceful.  In examining key word searches that drive traffic to our web site, we have discovered people may be looking for guidance on how to complete the Virtual Job Tryout.  It appears they want to be successful on their pre-employment test. To offer help to the curious web surfers, we have created a new page on our web: How to Take the Virtual Job Tryout .

Virtual Job Tryout Answer Key

We emphasize on this page that a candidate being offered the opportunity to complete a Virtual Job Tryout has encountered an employer very interested in their career success.

Our intent is to enhance the brand image of the company, continue to educate the candidate on the value of the Virtual Job Tryout, provide them a link to quotes from candidates that have completed a similar candidate experience, and offer suggestions on how to prepare for and complete the assessment.

Here are the tips we offer candidates.

Five Tips for Success

Here are a few points to consider in preparing to complete the Virtual Job Tryout.

  1. Be sure to work in a quiet location, free of distractions. Think about it as if you were going to work for an hour.
  2. No two people perform the same job the same way. The Virtual Job Tryout allows you to demonstrate how you would handle it
  3. On average, the Virtual Job Tryout takes about an hour to complete.
  4. Plan on completing the Virtual Job Tryout in one sitting (though you can start the Virtual Job Tryout, stop and start again where you left off).
  5. Arrange to take the Virtual Job Tryout when you are alert. You will find it demands your best thinking.

In addition, we remind the candidate they have a decision making role in their career pursuit.  What a better way to decide if the job is right for you than by taking it for a test drive.  Through virtual technology, candidates are able to learn about the demands of a job, experience the decision making, problem solving and interactions.

Due to the multi-method nature of the Virtual Job Tryout and the advanced scoring algorithm, it is quite difficult, maybe impossible, for an answer key to be created.  As it is work-sample based, and no two people perform the same way, two candidates can get similar results with different approaches.  That is a feature our clients really value.

With hundreds of incumbents already doing the job in their own unique way, our clients have evidence that success comes in many variations.  The Virtual Job Tryout is a unique pre-employment test that allows those differences to surface in manner that helps recruiters quickly identify the best-fit candidates, and hire a workforce that delivers superior results.

June 13, 2011

Carmen Hudson of Tweetajob on the Candidate Rejection Process

I caught up with Carmen Hudson of Tweetajob at the 2011 ERE Conference in San Diego.  She offers some clear advice on improving the candidate experience.  In particular, she  suggests we let the candidate know they have been rejected quickly and early. Click play to hear what Carmen has to say, then scroll down to read more.

Reject Early and Fast
Carmen suggests candidates should hear from you soon after they apply. Give a clear and courteous NO, or even a No for Now. She is not the first to suggest this.  John Sumser offered the same advice last year at ERE.

If you have a mass-disposition feature in your ATS, use it. The results of our Job Seeker Expectation Survey clearly show candidates want some form of an answer. If you are going to accept applicants, rejecting applicants is part of the game. I wrote earlier about recruiting being 99% rejection.

Don’t Let Them Hang
So much has been written in other venues about SPEED as a competitive resource in recruiting. IF you believe in SPEED to hire as a competitive advantage, what role does SPEED to rejection play in your toolbox? Candidates have a life too, and they want to make informed decisions. An uncertain application status creates hope or open-minded opportunity thinking for many job seekers. There well may be a “I am qualified” or “still in the running” mind-set with applicants who have not been rejected. I don’t think it is fair to leave that question unanswered to the candidate if it has been answered internally. If you have made the decision, share your decision.

Protect Your Brand
Black Hole may not be a a term of endearment your brand police would like to hear about your recruiting function. How you reject candidates is an opportunity to enhance your brand. Particularly now. So many companies seem to be challenged to respond to candidates. You can set your company apart by conveying appreciation and acknowledging interest on the part of the candidate. You can build brand-positive community relations with well crafted messages to candidates you are rejecting.

Joe Girard’s Law of 250 when applied to recruiting shows the potential geometric progression of the positive or negative message you send rejected candidates.  Think about it, you neglect or send a poorly worded rejection to 1,000 candidates, each of whom knows about 250 people.  That is a 250,000 impression extension.  One of the highest applicant flow rates I have heard about is 75,000 per week.  The Law of 250 creates an sphere of influence just shy of 19 million.  What are you doing to protect your brand?

You can read more about the candidate experience and candidate expectations here.

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