In particular, employers need to make sure that they are responding promptly to applications/CVs. When recruiters send CVs for a vacancy, they shouldn’t still be chasing feedback weeks later – they should be receiving feedback within a couple of days so the process keeps moving and doesn’t stagnate. A recruiter will have told the candidate about the company and the opportunity and the candidate is keen to apply. The longer the candidate waits for something to happen, the more their level of interest wanes.
This is just as important for the employer as for the recruiter and candidate. If an employer neglects to provide prompt feedback, it presents them in a bad light to the candidate and their network, and will more often than not deter the recruiter from working with them again. Research has shown that candidates now view the recruitment process as an indication of what a company is like to work for. If you applied for a role and had a request for an interview within 24 hours, which was to be held within a week and after the interview, feedback was within 24 hours and if an offer was made it was supported by a formal offer letter within another 24 hours, you’d think that the company was well organised and efficient.
This also applies later in the process when a candidate has had an interview. As there are so many jobs available at the moment, it is more than likely that candidates will be juggling multiple job applications at the same time – GPRS recently spoke to a candidate who had over five interviews in one week. Interview feedback therefore needs to be timely, especially if an employer wants to make an offer – it may be that there is another company also wanting that candidate working for them.
The quicker the turnaround, the more satisfactory the process for everyone involved. If both the employer and recruiter keep things moving at a fast pace, the employer has their role filled quicker (meaning no more time has to be spent on the recruitment process) and the candidate lands a new job quicker. For a candidate who has been made redundant, this is even more important.
A delayed response from clients is something that we as a recruitment agency have really picked up on recently, so we know from first-hand experience that this can hinder the process; this is definitely something for employers to bear in mind the next time they start recruiting for a role.
So, if you would like to secure the best available candidates, the early bird gets the worm as the saying goes.Blog Author - Helen Wilson
Following our last blog post on candidates getting cold feet, we’re taking a look at another challenge currently facing the recruitment industry. ‘Ghosting’ is a term that’s familiar to many of us in 2019 – it refers to the practice of bluntly ending a personal or romantic relationship without any explanation, and ceasing all communication without warning.
However, it seems that this disheartening phenomenon has now entered the recruitment world. Research conducted by staffing firm Robert Half has shown that an increasing number of employers are being ‘ghosted’ by candidates after attending an interview, or even accepting a job offer. This can be in the form of not responding to calls or emails, or just not turning up on their first day.
Some candidates may see ‘ghosting’ as an easy way out if they have cold feet about accepting a job offer, without realising the extra work and stress they’re causing. That’s why it’s important for both employers and recruiters to be as transparent as possible throughout the whole process, to ensure that candidates know exactly what they’re getting into before accepting a job offer.
The other issue is if the candidate wishes to apply to the company again in the future, the company are likely to remember and this could have an impact on their application. It is better to be upfront and tell the potential employer the reasons why the offer has been declined. It may be that the candidate feels the salary is too low or the cohort too widely spread, but if the employer is given constructive feedback, at least they can do something about it in the future. It also maintains good relationships and paints the candidate as honest and upfront in their dealings.
It’s crucial that if you’re involved in the recruitment process, you ensure that you maintain consistent communication with candidates so that you’re upholding your side of the deal – candidates will be more likely to keep in touch if they are already invested in dialogue with a recruiter or employer.
It’s unclear what the immediate solution to the ‘ghosting’ problem is, but candidates need to be aware of the potential impact of not going through the proper process when leaving a job/changing their mind about a job offer – ‘ghosting’ an employer or recruiter could put a permanent black mark next to their name and hinder future job prospects.Blog Author - Helen Wilson
Research by staffing firm Robert Half has found that ‘more than a quarter of workers have backed out of an offer after initially saying yes’. After days or even weeks of building up to this point – probably encompassing multiple interviews – it’s a disheartening and frustrating experience for the employer and the recruiter when a candidate changes their mind about accepting a job offer.
This is a problem because of the current candidate-driven nature of the market – with a large volume of job vacancies out there, candidates can afford to be picky and pass up on opportunities. That being said, there are steps employers can take to make sure that they hire the right candidate who isn’t going to change their mind at the last minute:
Have you been invited to participate in a Skype interview, but the word Skype fills you with dread?
See our checklist below to make sure you're fully prepared and feeling confident ahead of your interview.
If you are having problems setting Skype up or don’t have one of the necessary email addresses:
Speak to your GPRS consultant – we may be able to arrange for your interview to take place over Whatsapp, FaceTime (Apple users only), Google Duo etc. instead.
If you have any other problems or questions, please don’t hesitate to get in touch.
Yet, it is surprising how many companies launch themselves into recruiting for their company’s most important asset and actually do very little preparation to ensure that they attract and select the right people.
Hiring the wrong people is expensive in terms of the time taken to read through CV’s, interview candidates, etc., etc. But is even more expensive is the damage a person with an inappropriate level of skill can do for your company’s reputation. Some companies take a laissez-faire attitude to this, thinking that if someone doesn’t work out, they will simply replace them. However, a high staff turnover can be extremely unsettling to your existing workforce on a wide range of levels and therefore, it not a good business policy.
The series is written by Helen Wilson, Sales Director of GPRS. GPRS is an award-winning independent recruitment consultancy specialising in the Work Based Learning & Training Sector. GPRS is Investors in People Gold Standard, which is an indicator of high performance and an Investors in People Champion. Helen has over 20 years experience in recruitment and selection at all levels and across many, many sectors. Helen possesses the CIPD’s Advanced Programme in the Psychology of Management and has over 10 years experience in writing Induction and Management Programmes in line with Investors in People.Blog Author - Helen Wilson Download the FULL Blog in PDF format Conducting a Professional Interview