Recruitment and Onboarding

3.1 Chapter 4 looked at communicating the brand and how to use different media to attract candidates. The candidate journey is, however, more than the initial contact. It is the experience of the processes and how representatives of the organisation behave. Every touchpoint is a further demonstration of the brand; its attributes, messages and character. This captures everything from making an application, to how candidates are invited to interview, the selection methods used and style of the post-interview follow-up.

3.2 Organisations’ brand attributes will be different. In this respect there is no right or wrong way to shape processes or for people to behave. To help you consider what typical touchpoints may say about your brand we have noted five stages. Using example brand attributes, we have shown some possible negative indicators and some positive reinforcements of the brand.

Making an application.

Example brand attribute, innovation.

Positive reinforcement of the brand. A quick process that can be completed on the move; the ‘application’ is a video: short, recorded and submitted via a phone.

Negative indicators of the brand. People have to fill in a paper based, lengthy application form and where the purpose of form’s categories are unclear.

You’ve been shortlisted!

Example brand attribute, fun to work here.

Positive reinforcement of the brand. Next stage in the process is a breakfast brunch meeting with colleagues so the applicant can make decisions whether the environment suits them and to enable potential colleagues to meet applicants.

Negative indicator of the brand. A compulsory maths test, even if the potential role does not require numerical abilities.

Attending interview

Example brand attribute, we value diversity.

Positive reinforcement of the brand may include: checking whether applicants have any special needs and offering support to help people do their best. Involving organisational colleagues from different profiles in the selection process.

Negative indicators may include: locations that are inaccessible for people with mobility restrictions, asking questions about family plans or commitments.

Post interview feedback.

Example brand attribute, building careers.

Positive reinforcement of the brand; pointing internal candidates to suitable training options, (successful and unsuccessful candidates), putting forward candidates for roles that better suit their potential.

Negative indicators of the brand; we don’t give feedback beyond hire or reject!

Onboarding

Example brand attributes, we listen to staff.

Positive reinforcement of the brand; surveying new staff about their applicant experience, involving colleagues in stakeholder meetings of candidates.

Negative indicators of the brand; setting a global, immovable commencement date, not being in contact with applicants between offer and start date – regardless of timescale.

3.3 It is essential to factor the brand into the induction process. The process may start from contact with the appointed candidate before their commencement date, how they are welcomed on their first day, as well as the support given to them in the first weeks to months. In large organisations, it is likely that induction arrangements will differ according to location, service and job. Methods of inductions will also vary and may include; senior management attendance at induction sessions, video, mandatory training and scripts for managers. It is essential, however, that some key messages are consistent, and that the organisation explains to newcomers ‘the way we do things around here’. This will include, the organisation’s aims and commitments as well as the defined set of on-brand employee behaviours. The brand is at the centre of the ‘psychological contract’ between employer and employee. The induction programme is a great way to give employees an idea of what their side of the bargain involves. If the organisation doesn’t take control of this, the gap will be filled by the new recruit through copying others’ behaviour, (good or bad), or finding their own way through. Such options present risks, with the learnt behaviours being at odds with what the organisation aims for and which may take considerable effort to change. As part of induction, consider assigning a buddy from the peer group, this can be a powerful message of support but also empowers existing staff. Investment in informed induction may pay dividends.