Over a decade ago, in the book "The War for Talent," Michaels discussed that hiring would become increasingly competitive. Since that time, recruitment has required significant effort. This encouragement is directed towards all professionals engaged in human resource management. They state that increasing organizational skills within the hiring process has a positive influence on the organization's human capital. As a result, it's recommended that organizations manage recruitment and selection effectively if they want to succeed in the job market.
Employer branding is a key factor in developing new talent principles. It can help organizations enhance their tactics to attract potential candidates before they submit their job applications. Applying for a job involves more than just submitting an application; it encompasses other steps. The question here is, what happens once an organization gets an applicant to apply for a position?
There's a particularly critical phase for organizations in this regard, which is when job applicants react to the "treatment" they receive from the moment they apply through the job offer. Does the appeal between the applicant and the organization grow, leading to accepting the offered position?
When someone applies for a job, their opinion of that organization is typically based on corporate videos, readily available information on the internet, etc. It's not unusual for those transitioning in their careers to question if this provided information is truthful and feel uncertain about that organization. Undoubtedly, during this period, the treatment we provide to the applicant in this phase is crucial for determining how the organization's relationships will be, both with the applicant and with other members. If we convey values such as fairness and equality, we will undoubtedly increase the attractiveness of our organization.
We might imagine that the potential customer's impression is quickly formed in the initial interactions with the organization. However, it has been shown that sometimes it's not love at first sight, and perceptions can change over time. Organizations can foster the development of positive relationships, for example, by responding to job applications quickly and personally. The timing is crucial, but so is the quality, and it's not solely about the information conveyed but the treatment offered to individuals applying for the job.
What should organizations do to ensure that positive outcomes from the initial phase continue throughout all subsequent phases?
• We should view the hiring process as a complete procedure from the applicant's perspective, from beginning to end. The weakest stage determines the victory.
• Potential collaborations could be designed as an experience or service, using differentiation to stand out from the competition. One of the most commonly used techniques is the customer journey, which identifies the key points to connect the organization and potential buyer, enabling the interest to transition from intention to actual behavior.
