Why Do People Want to Join an Organisation?

February's hot topic on Procurement Talent was very popular. We'd like to thank all our contributors: particularly Edbury Daley, who wrap up a series of posts with this article. You can read the others here: Why Recruitment Processes Fail, What Makes People Want to Move Jobs, and its popular survey results here What Do Candidates Think of Your Recruitment Process?

The reasons for people joining an organisation are often not fully understood. It is usually a combination of factors including the image and reputation of the company, the job itself, location, travel, people in the team and the impressions gained during the recruitment process. These last points are often overlooked.

Most companies invest a lot of time, money and energy on building an Employer brand or how its reputation as an employer is perceived internally and externally. During the recruitment process this is significantly affected for each individual by their actual experience of the company and its people or its representatives.

Therefore if looking to recruit the best people, organisations need to ensure that their ‘brand values’ are consistently backed up by actual recruitment strategies, behaviours and actions that reflect these values, so that even unsuccessful candidates feel they gained something from the process and were treated well.

Many organisations get this wrong by not treating all candidates as carefully or considerately as they should.

The initial approach must interest and excite a candidate. They are often initially neutral but will respond more favourably if there is a clear consistent message about the benefits of the role and what the company has to offer. Ask why should a person join and is this realistic?

At interview hiring managers and HR & Recruitment professionals can significantly enhance or detract from a candidate’s interest and engagement by how positive they make the experience for the candidate and the messages conveyed.

How do you improve the recruitment experience and make candidates want to join?

We have undertaken research that investigated candidates’ perspectives on the recruitment process. These findings proved that candidates place great importance on what they actually experience. If they have a poor experience they are likely to form a negative view and share this with others. If they feel they have been treated well and felt engaged then they are much more likely to accept a job offer. Our research uncovered a number of key points that help to create engagement through the recruitment process:

  • Ensure your recruitment partner is highly credible and well regarded as 22% of candidates will not engage if the recruiter is not knowledgeable and professional. Candidates decide whether to engage based on who approaches them and how.
  • Ensure that there is a common message that sells the role and will excite and appeal to the level and experience of the candidates being targeted
  • Use this message to create a compelling brief agreed with the recruiter to get strong candidates interested. Our research shows that 35% of candidates will not explore a role if the brief is poor or basic and 30% will not attend a first interview without seeing a Job Specification
  • Ideally create and send out a candidate pack that gives some useful extra information that reinforces this message
  • Ensure that the process is slick and organised without too many steps, as 70% of candidates will get frustrated if there are more than three interviews
  • Ensure interviewers are trained, prepared and fully briefed and and that they know how to sell the job opportunity. Many candidates withdraw at first interview stage especially after a one sided interview. Over 40% of candidates expect this is when they will hear why this could be an exciting move
  • Don’t make assessment centres the first step. Over 50% of candidates gave this as a reason why they would withdraw. Busy professionals struggle to give up the time unless it is something they are really interested in and have a good chance of succeeding at.
  • Provide feedback quickly and ideally within 48 hours. Some 88% of candidates will disengage if they get no feedback within a week
  • People respond to people. Introduce candidates to team members to start to form bonds. Even a brief meeting with a senior manager or director will make them feel important and wanted.
  • Let them see the office or place where they will work as the environment is critical to most people
  • Ensure the role is fully signed off by HR, Finance and the relevant Director. Cancelled or delayed roles are one of the greatest frustrations for candidates.
  • Make the best salary offer first time. Over 30% of candidates make a decision based on the first offer and only one in 20 candidates will consider less than a 10% increase. Lower than expected initial offers pose a serious risk to hiring by giving a sense of disappointment and putting doubts in candidates minds.
  • Get the offer out promptly as candidates will often receive other offers and this risk increases every day
  • Keep in touch during the notice period. This ensures candidates continue to feel engaged and excited about their new job

There is no one reason why people join an organisation but our research proves that the way that recruitment is organised does make a significant difference to the candidate experience and ultimately means whether they accept an offer or continue to hold the organisation with high regard.

We investigated a number of factors in the recruitment process that impact the candidate experience and our report on the findings is available free of charge.  To request a copy please contact me at peter@edburydaley.com

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