How do you win the best candidates when other employers are competing too?

To win the best candidates, the best people know about your brand already but it's actually showing off "Real Problems" & "Real Challenges" in a work place. No-one wants to hear from HR because its not actually the "True Environment" in people work in. Showcasing table tennis tables and bean bags, is not a "Good Company Culture". The better candidates want transparency and real challenges that the business face.

No one will sell your brand better than you. You know your brand better than anyone else. What value are you bringing to the employment 'table'. What makes your brand special and unique. How do you treat your current employees? As a matter of fact, your current employees are your best advocates.

One thing I’ve found helpful: "Engaging current employees in defining the EVP helps create a more authentic and grounded proposition. Their testimonials and experiences can be a powerful tool in resonating with potential candidates." An example I’ve seen: "A tech company involved its employees in storytelling sessions, capturing genuine experiences to shape their EVP. This approach not only enhanced their brand but also improved internal employee satisfaction.

Building your EVP should be an ongoing process which not only attract active candidates but passive ones too. Draw the commonality between your EVP and candidate's aspirations to close the deal on a positive note.

To win over top candidates, it's important to highlight what makes your company special. Share stories about your awesome team culture, the opportunities for growth, and the perks you offer. Show them that you're committed to helping them develop their skills, maintain a healthy work-life balance, and do work that matters. Keeping the lines of communication open and sharing success stories from your current team can also help build trust and attract top talent.

Communicate, communicate, communicate. There is some information which you cannot share, but you can share the following: The good and the bad about the role. The timing of the process. Feedback on their candidacy. Appreciation for their participation in a process which is disruptive to their lives.

From the first contact with a candidate down to an offer letter or rejection message make them feel welcome. Make each candidate feel unique. Relate with each candidate on a personal note. Not an easy task but it is 'doable'.

This should be from the start with the recruiter. Communication, be flexible ask how people want to be communicated. Don't just send people a scatter gun approach to recruitment, times have changed. It's spending that extra five minutes actually showing a keen interest in people's lives and not worrying about your pocket.

A positive candidate experience is our hallmark. It's not just about recruitment, but about building relationships. Transparency, respect, and fairness guide every step. We aim to provide clear information, timely updates, and a genuine interest in each candidate's journey. By eliminating bias and ensuring flexibility, we strive for an experience that reflects our values and leaves a lasting, positive impression.

Providing candidates with a clear roadmap of the interview process from the outset. This sets expectations and reduces anxiety." An example I’ve seen: "A leading retail brand ensured that every candidate, irrespective of the interview outcome, received a thank you note and constructive feedback. This gesture improved their employer brand significantly.

If I want to be part of your organization, I should see beyond the current role I applied for. What's the big picture? What are you as a brand out there to solve? How does this connect with my personal goals and aspirations? When you sell your employer brand to candidates, do it in such a way that they connect and start seeing their place in your vision.

Hosting informal 'meet the team' sessions or office tours for potential candidates to get a feel of the work environment and culture." An example I’ve seen: "A startup showcased 'day in the life' videos of employees from different departments. This gave potential candidates a tangible sense of the work environment and the impact of their roles.

In the competitive landscape of talent acquisition, it's essential to not only evaluate candidates, but also to entice them. We're passionate about showcasing the exceptional opportunities and vibrant culture we offer. We believe in demonstrating the real impact and growth potential each role holds. By sharing success stories and welcoming candidates to experience our environment firsthand, we aim to convey our unique value proposition. When it comes to negotiation, we approach it with open-mindedness, aiming for a win-win scenario that aligns with both parties' goals and aspirations.

Recruiting can be so time consuming. But you can do it. Stay connected! Follow up, ask questions. Recruiting is a partnership. The other party (candidate) should be carried along and informed at every stage of the process. Clear communication is very important.

Maintaining a strong connection with candidates post-offer is pivotal. It's a critical juncture where questions and considerations may arise. Our commitment to support and guide candidates through this phase demonstrates our genuine interest in their success. By providing thorough information and maintaining open lines of communication, we aim to foster a positive and trusting relationship. This not only aids in successful onboarding but also contributes to a stellar employer brand for future endeavors. Attracting top talent in a competitive landscape is indeed a challenge, but with dedicated follow-up, it's a challenge we're prepared to conquer.

Bringing Candidate Experience to the forefront of your recruiting efforts can make providing feedback and maintaining transparency in the process second nature for your recruiters and the entire team over time. Incorporate this as a measurable objective within your Candidate Recruitment Survey and proactively respond to constructive feedback.

Implementing a CRM (Candidate Relationship Management) system to automate follow-ups, ensuring no candidate feels left in the dark after an interview." An example I’ve seen: "A multinational corporation had a dedicated 'candidate concierge' for top talent. This person ensured seamless communication, addressed concerns, and helped with relocation logistics for successful candidates.

Make sure that you invest in candidate experience at each stage right from application till offer. Lengthy application form, bad interview experience, recruiter who don’t understand business and product, interviewer who are not trained enough to conduct effective interviews, recruiter who don’t share feedback on time, all these things need to be improved to yield better candidates experience. Remember this is candidate driven market and they should be your top customer for every recruiter. Improving candidate experience will result in winning over top talent against competition.

Building a community around the brand by hosting webinars, workshops, and open houses. This not only attracts potential candidates but also positions the company as a thought leader in its industry." An example I’ve seen: "A digital marketing firm hosted monthly webinars on industry trends. Not only did this establish them as experts, but it also became a significant source of inbound applications from attendees impressed by their insights.

Although HR is the one who represents the company to the job seekers, and they should be the one who can make the job seeker journey from requirement to offer seamless, providing proper feedback time to time, but it's also the empathy that the HRs should be showing to the job seekers when they are not selected. This really gives the job seeker the want to interview again with the company because of the way he/she was treated. All HR related points being considered, there's also the budget allocated for each position. The budget should be as per the market standard or at least be at par with the ones who are already working in the organisation. The candidate should not feel sorry after joining else the word spread would be negative again.