83% of applicants research companies before applying and the results strongly influence their
- 63% abandon the idea of applying if they find negative information
- 76% apply following positive information found online
In recent years, it’s noticeable that some talent is very difficult to recruit. Their choice of
employer is no longer only motivated by salary, but also by the working environment, the
mood and the appeal of assignments which have become essential. Today, companies need to
invest in their internal and external communication to make themselves attractive and recruit
new employees. It is what we call the “employer branding.”
Three elements make up the Employer Branding:
- the unique identity of the company: its mission, its vision, its culture, its values, etc.
- the internal image: how do people who work there (or have worked) perceive it?
- the external image: how does the outside world see it?
The internet giant ‘Google’ is one of the strongest in terms of Employer Branding since it
receives no less than one million CVs per year (e.g. 1 CV every 2 minutes)!
What’s its secret? A leadership position and an exceptional working environment crowned by
an internal and external image aligned with its identity.
Not everyone is called Google, but the important thing is to realise that to attract and retain
talent, it is essential to put the human being at the centre of their corporate strategy and to be
genuine. The values and culture of the company have an impact on the wellbeing and
development of the employees who are your best ambassadors.
How to measure the appeal?
If recruitment affects humans, it is also an objectifiable activity that can be measured by
performance indicators — or Key Performance Indicators (KPIs).
It speaks a lot about the effectiveness of the recruitment process and the costs allocated. The
challenge is to assess the overall cost of recruitment, such as non-recruitment, to put it in
perspective with the performance of the new employee.
Quantitative tracking criteria are measured by:
- the number of CVs received per job function;
- the origin of the applications;
- the number of candidates met;
- the time elapsed between the announcement and the hiring;
- the average time elapsed between the last interview and the job proposal;
- the percentage of offers accepted by the candidates.
However, the criteria that will take on more importance and illustrate the strategic shift in
recruitment are cost and quality, and it is increasingly seen as a strategic activity, an
investment. There are, therefore, new criteria to be added.
How to evaluate the cost of recruitment?
It is often difficult to come to an agreement about the criteria to include in the cost of
recruitment. It must encompass the recruitment consultants, the fixed costs, the sources of
candidacies and all the tools used for tests and evaluations.
And that is nothing compared to the cost of failed recruitment that ranges between 50,000 and
150,000 euros depending on the profile!
The cost of non-recruitment is equally high. How much does a non-recruitment cost a
company? What are the lost opportunities?
How to measure the quality of recruitment?
- performance of the employee recruited: measured according to each profession,
numerical targets for salespeople
- satisfaction of managers: taken, for example, from the evaluation interview
- new recruits still in position one year later
What criteria should be chosen, and how can they be valued?
The measurement criteria must be based on an intelligent mix:
- operational criteria selected with care
- longer-term strategic criteria (cost of recruitment/non-recruitment, duration in the position, evaluation of the performance at work, etc.).
How to increase your appeal?
Understanding the motivation of the profiles to be attracted remains a prerequisite. Faced
with the growing multigenerational divides within companies, it is important to externally
promote appealing content adapted towards the different generations and their degrees of
experience. Whereas the ‘daddy boomers’ will be sensitive to the job content, the attractive
remuneration or the enriching experiences, the Y & Z generations will be more receptive to
extrinsic values such as reputation, social and environmental responsibility or prospects for a
better work-life balance. Among other things, to create a holistic strategy for attracting talent,
it is essential to demonstrate the opportunities for evolution offered as well as the personal
benefits that the employee can derive from them to give meaning to their work. What’s more,
if the company manages to exhibit the right dose of transparency and authenticity that
generates a genuine emotional resonance, it will be successful with the targeted talents.