to selection. If you have any questions about these results or In the second half of 2014 we carried out an international

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1 Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their selection the survey in five important areas; attraction, online processes more effective, efficient and engaging. An tests, interviews and face-to-face assessments, new important part of this is understanding what these joiners expectations and overall candidate experience. processes are like from a candidate s perspective. To close the report, we ve included a few brief tips to Exploring what applicants want from a prospective reinforce the key learnings from this study and help employer at this early stage enables us to provide employers explore how they can improve their approach feedback to HR professionals and recruiters on what to selection. they are doing well and what can be done better. If you have any questions about these results or In the second half of 2014 we carried out an international you d like to talk to us about your people assessment survey to find out about people s application experiences challenges please get in touch via info@cubiks.com. and their views on what works best in selection Kind regards, Martin Smith, Cubiks CEO processes. The questions were available in English, French, Dutch and Spanish. We worked with a number of our clients to promote the survey, segmenting the responses in order for them to benchmark their recruitment processes against the overall results. The survey received over 1,000 responses from 65 countries. A significant number of these responses came from individual client organisations, so in order to avoid bias, the results presented here are based on 561 responses from a wide selection of candidates. 1

2 KEY FINDINGS Attraction 43% of candidates indicated that training and development and opportunities to progress are the most important factors in attracting them to apply for a role. Just 3% said salary is the most important factor when they look to apply for a job. Online Tests Around two thirds of candidates overall rated their online tests as both relevant and engaging. The most frequently experienced online tests were personality questionnaires and the least frequent were inbox simulations. Situational Judgement Tests (SJTs) were rated as engaging by 69% of candidates, with only 8% saying they were not engaging. Personality questionnaires were rated as relevant by a large proportion of candidates, just 9% said they were not relevant. Candidates rated this stage in the process lowest for employer responsiveness. Over two fifths of candidates said employers did not communicate effectively at this stage. Interviews & Face-to-face assessments Almost 90% of candidates said interviewers asked relevant questions. New joiners: Meeting expectations The majority of people were satisfied with their new role s work/life balance and felt the job matched their skills and experience. The biggest area of disappointment for new joiners is remuneration. Over a quarter of new joiners said the employer didn t meet their expectations when it came to the development opportunities available. Overall Candidate Experience 82% of candidates felt the process was fair and 70% left with a positive impression. Over half of candidates learned about their strengths and development areas. Candidates who were given feedback were most likely to say they felt they had been treated fairly. Over two thirds said the process was clearly connected with the employer s brand. Those who saw the brand connection were more likely to report a positive experience than those who did not. When asked for open comments on what could be improved in the future; feedback, information and communication were frequently referenced, as candidates felt they didn t receive as much information as they would have liked. 91% of those who didn t start working for the employer but had a good interview said they would apply again in the future. Face-to-face assessments and interviews were rated the most engaging types of assessment. 2

3 SUMMARY Attraction The survey s key finding on attraction is that development opportunities have a strong influence when people consider applying for a role. After match with experience, chances to grow and develop their career are crucial factors that attract candidates to a role. These findings are reinforced by the results from Cubiks previous survey on development, which found that in today s workforce development opportunities are a real priority. The survey results appear to show that when attracting candidates, salary has limited significance. It is difficult to draw a clear conclusion about this from our research, but it would be interesting to explore this area further; asking questions about whether salary is a hygiene factor and should be more clearly defined at an early stage. Assessments and interviews On the whole, candidates reported that their online tests were satisfactory; around two thirds of candidates said they were both relevant and engaging. This demonstrates that a large proportion of employers are putting time and effort into ensuring their tests offer an enjoyable experience for participants. On the other hand, it still leaves around a third who, from the candidate s perspective, could be doing better. To tackle this, we ve made some suggestions based on these findings at the end of this report. At the face-to-face stage, candidates also reported high levels of satisfaction. Candidates rated their interviews particularly highly, with almost 90% saying their interviewers asked relevant questions. It is interesting to note that of all candidates, only 35% took part in face-to-face assessments. This could be due to the deployment of effective online tests. When candidates are sifted early in the process, fewer reach the later and more costly, face-to-face stages. It may also reflect the fact that assessment centres are generally only applied to a minority of job roles that require this level of testing due to their seniority or complexity. Although some employers use assessment centres in other contexts, for instance for graduate programmes, this is still not common practice. Communication and feedback A third of candidates said that the employer s final decision was not clearly explained. This links with a general theme in these survey results that candidates would like more information at all stages. The free text feedback to our question on what could be improved in the process included a lot of references to a lack of information and employers not replying to applications or queries. This theme carried through when it came to feedback, as almost half of candidates said they didn t learn about their strengths and development areas through the process. This indicates that employers are not taking the time to offer feedback on how individuals performed and why they may have been rejected. Responses to a number of questions suggest that candidates would value receiving more detailed information from employers. One example is that few candidates said they received a brief or debrief on their interview / assessment day, but 42% said they felt they would have achieved better results overall if they were provided with more information. Fairness and perceptions Candidates reviews of their recruitment processes overall were fairly good, with 65% saying they were satisfied with the end-to-end process. However, this means that around a third of candidates left the process unsatisfied. This of course, is something employers should take into serious consideration. We ve added some of our ideas on how to improve the process in the final section of this report. Overall, it appears that where employers assess candidates, they do so in a fair way and ensure participants feel valued. The majority of candidates said they felt their recruitment process was fair, and 70% left with a positive impression of the employer. The survey results highlighted that when the recruitment process is connected with the organisation s brand this contributes to a positive experience for candidates. 3

4 THE DETAILS ABOUT THE CANDIDATES The top 10 countries candidates came from were; the UK, Spain, France, the USA, Belgium, Netherlands, Finland, Malaysia, India and Sweden. Age 0% 1% 1% 16% 8% 27% 4% 43% < >69 I d rather not say Gender 1% 44% 55% Female Male I d rather not say 34% of candidates said they had less than 5 years of work experience, which ties in with the fact that such a large proportion are under 29, and another 25% said they had 6-10 years of experience. 4

5 ATTRACTION 3% 4% 4% 13% Brand or reputation Career development & training Culture & Values 20% 23% Match with my experience & background Opportunity to progress 27% 6% Other (please specify) Remuneration package Work / Life balance Development opportunities matter Match with experience was most frequently chosen as the most important factor that attracted candidates to apply for a role. The next most frequently selected options were career development and training (23%) and opportunity to progress (20%). These results clearly show that the majority of people prioritise opportunities to grow and advance their career. This highlights the importance of putting in place effective development programmes as highlighted by the Cubiks 2012 international survey on development. This survey found that development is an important part of retention; 93% of respondents said they would stay longer with an organisation that invests in their development*. Only 4% of candidates said work/life balance was the most influential. There are various factors that may feed into this; changing perceptions of the workplace and work demands, different working styles and the economic climate could all play a part. This is an interesting statistic and one that requires further investigation to draw any concrete conclusions. Around 1 in 5 candidates said that brand and culture are the most important elements that attract them to apply for a role. This is a significant proportion and may be why an increasing number of organisations are making a renewed effort to demonstrate their brand and values in their selection processes. We have noticed that consumer facing businesses in particular are leading the way in this area, as they recognise that their candidates are likely to also be their customers. Just 3% of candidates said that salary was the most important factor that attracted them to apply for a role. This leads to some interesting questions, as it suggests remuneration is not a priority for applicants. This could be because people are used to not knowing the exact salary at the initial application stage. Often salaries are not advertised or are presented as a wide bracket, with confirmed figures defined at a later stage. On the other hand, salary could be seen as a hygiene factor. Although it is important, employers may not differentiate themselves greatly on remuneration and therefore it isn t something that attracts candidates. * Results from the Cubiks International Survey on Development, July

6 ONLINE TESTS Only 44% of the overall candidates took part in online tests. Candidates were asked to rate each type of online test in terms of how engaging and relevant they were. The test types included problem solving / ability tests, situational judgement tests (SJTs), personality questionnaires and inbox simulation exercises. For every type of assessment, around two thirds of candidates rated them both engaging and relevant. It is interesting to note that only 8% of candidates rated SJTs as not engaging. This is likely because these types of tests are often created specifically for an organisation, so they reflect the company s brand and the job role in a realistic way. Maintaining this connection to the real role helps make assessments engaging for participants. In terms of relevance, personality questionnaires received the smallest number of not relevant ratings from candidates, with just 9% saying they were not relevant. With the growing use of work-based personality questionnaires such as Cubiks PAPI, candidates see the very real link between these types of assessments and their future job performance. Employers can further reinforce this link by providing thorough and professional feedback on these assessments. It is positive that a large proportion of candidates rated their online tests as relevant and engaging, but there were still around a third who said they were only somewhat or not relevant or engaging. This suggests that there are still plenty of organisations using tests that don t challenge or inspire their applicants, or perhaps just don t explain the purpose of their assessments. If these employers want to attract and select the best talent, we would recommend they invest in exploring how they can make improvements in this area. Communication The stage at which employers were deemed least responsive was during online testing. Only 59% of candidates said employers were responsive at this stage, compared to 72% at the initial application and 88% at the interview or face-to-face stage. The format of online tests may have an influence on this. Depending how tests and invitations are designed and set up, candidates may feel they have difficulty reaching a member of the recruitment team to ask questions. Also, because these tests are often taken at home, candidates may feel this distances them from the employer at this stage Was the employer responsive? - %who said yes initial application Online tests face-to-face & interview Preparation Almost half of candidates said they found practice tests available to them when preparing for their assessments. This leaves half who were unsure or couldn t source practice materials for their tests. These findings suggest that either employers are unaware that practice tests would be a useful resource for candidates, or they would rather their candidates took the assessments without practice, as that way they might perform more naturally. We can distinguish assessments that measure typical performance from assessments measuring maximum performance. Since personality questionnaires measure an individual s work style, drivers and motivation, they provide insight into typical performance. As there are no right or wrong answers due to the self-report nature of these questionnaires, it is most important that the candidate fully understands the process, instructions, and the objective of completing the assessment. By reading proper briefing information and trying out a few items, candidates will feel more comfortable completing the test and this will reduce the stress some of them may feel. Ability tests are a well-known example of assessments that measure maximum performance. The tests are timed and candidates need to answer as many questions as possible correctly within that given timeframe. Again, it is important that the candidate can complete some practice questions in order to understand what to expect. Becoming familiar with the type of questions through such practice can have a positive influence on a participant s pace and therefore the result of the assessment. Hannah Olsen, Principal Consultant, Cubiks USA The results suggest that candidates would appreciate being provided with more information about the selection process before taking their assessments, to help them prepare. 42% of candidates agreed with the statement if the employer had provided more information I would have done better. Furthermore, 31% agreed that they would have achieved a better result if they had been better prepared. 6

7 INTERVIEWS & FACE-TO-FACE 56% of candidates took part in interviews as part of their recruitment process. This may seem like a small number, but as a percentage of the overall candidates it reflects that many may have been rejected at an earlier stage. Of these, 63% also participated in face-to-face assessments such as role plays, presentations and group exercises. INTERVIEWS Overall, it appears that organisations are running high quality interviews, as 89% of candidates who participated in an interview said their interviewers asked relevant questions. This of course makes a big difference to the individual s perception of the organisation and the process. Of candidates who didn t begin working for the employer, 91% of those who said their interview was relevant also said they would apply again in the future. Of the candidates in the same position who said their interview wasn t relevant, only 27% said they would apply again. FACE-TO-FACE ASSESSMENTS Out of candidates overall, only 35% took part in faceto-face assessments. In recent years, online assessments have become more advanced and better at selecting in the best candidates. This may have an impact on the proportions reaching the face-to-face stage, as a greater number are sifted out earlier in the process. This could also be influenced by the nature or level of the roles candidates were applying for. The majority were from younger age groups and had only a few years of experience, so they may not have been applying for the more senior and complex roles typically associated with assessment centres. Although some employers use assessment centres in other contexts, for instance for graduate programmes, this is still not common practice. Engagement In terms of levels of engagement, the stage at which they took part in face-to-face assessments and interviews was rated the most engaging by candidates. Although 71% of candidates found the online tests they took engaging, it is difficult for these tests to rival the interaction offered by meeting in person. In many situations it is simply not practical for recruiters to meet every candidate in person, but this creates a challenge in keeping candidates enthusiastic about their application at the online stage. Creating and deploying bespoke and interactive online tests can help alleviate this problem, as well as implementing online solutions that offer automated, yet personalised feedback for candidates based on their performance. Communication According to the feedback from candidates, employers are the most responsive and best at communicating when candidates reach the face-to-face stage. This is likely because by this time, there are lower volumes of candidates and therefore it is easier to communicate with them effectively. This was also the stage at which candidates said they learned the most about the role and the organisation. This demonstrates the value of face-toface interaction; individuals learn the most about a job and an employer by meeting them and asking questions. Although the ratings were high for employer responsiveness and availability of information at this stage, it is concerning that only 16% of candidates got a brief or debrief on the day of their interview or face-toface tests. When employers make the process transparent and ensure the candidate knows what to expect, this helps put candidates at ease and can contribute to better performance in tests and interviews Role play What types of face-to-face assessment did you take part in? Presentation Practical skills test Group exercise Business case Simulation None 7

8 NEW JOINERS: MEETING EXPECTATIONS In this section of the survey we asked those candidates who began working for the employer to rate how far their expectations were met once they began work. When it comes to retaining new recruits, these factors can play an important part. After beginning employment, did the organisation meet your expectations in terms of: % 88% Brand or reputation Career development & training 26% 21% 74% 79% Culture & Values 15% 85% Job match with experience & background 28% 31% 72% 69% Opportunity to progress Remuneration Work / life balance The biggest area new joiners are disappointed in is remuneration. This is interesting, as in an earlier question, only 3% of candidates had said remuneration was the most important factor in attracting them to apply. Perhaps candidates need to give this area greater priority earlier in their application process, exploring the compensation and benefits offered by their potential employer. Or possibly employers need to outline these more clearly earlier on, managing expectations through transparency. No Yes 20% 80% In an earlier question, career development and training and opportunity to progress were rated as some of the most important aspects that attract people to apply for a job. It is significant therefore, that in both of these areas over a quarter of candidates said the employer did not meet their expectations. This is a cause for concern, as development was identified as a major priority for candidates and it appears that some employers are letting them down. It is important to note that development initiatives can be a valuable tool for retaining people. According to Cubiks international research, 93% of employees will stay longer with an organisation that invests in their development. The majority of people also say they would choose a new development opportunity above a pay rise or extra holidays*. As development is so important, employers need to ensure that the promises they make during recruitment processes can be upheld. It is likely that clearer information would also help ensure that new recruits aren t disappointed, as if candidates are better informed it will be easier to manage their expectations. * Results from the Cubiks International Survey on Development, July

9 OVERALL CANDIDATE EXPERIENCE FEEDBACK Just over half of candidates said that through the selection process they learned about their strengths and development areas. This relates to the fact that only 63% overall said they found value in the process. So there are a significant number over a third, who reported that they didn t learn anything from the process. This would suggest that a large number of employers are not offering candidates feedback after they apply for a role. A third of candidates said the employer s final decision was not clearly explained, again suggesting that employers are not responding to candidates applications or explaining to them why they are unsuitable. Of those who said it wasn t explained, only 33% said they agreed with the decision. This demonstrates how important this feedback is to a candidate s perception of the employer, as this disagreement may well lead to dissatisfaction. If the decision is clearly fed back to the candidate and they are given the opportunity to ask questions, they will understand it better and be more likely to agree. For those candidates who received such an explanation, 88% agreed with the decision made. It appears that this feedback also has a role in helping candidates feel they were treated fairly and given an equal chance. 89% of the candidates who received an explanation of the final decision said they were satisfied they had been given the chance to demonstrate their suitability for the role. Can you suggest anything that would improve the process? Feedback, information and communication were strong recurring themes in the free text responses from candidates. role information process tests ability communication focus quality exercises feedback Employers may see it as an impossible or impractical task to give individual explanations to every candidate, but this feedback does not have to be given in person every time. For instance, if candidates took part in online tests, the explanation could be offered in the format of an automated that provides the candidate with information on their performance and why it didn t meet the required standard. 9

10 FAIRNESS AND CANDIDATE PERCEPTIONS 45% said they were not completely satisfied that the recruitment process gave them the opportunity to demonstrate their suitability for the role. This is another area that could, again, be linked with the fact that a lot of candidates said they would have liked more information and better communication from employers throughout the process. Candidates are more likely to report positive experience when they understand why an assessment tool is used as part of a recruitment process, how it relates to the job and how decisions regarding their suitability are made. To help achieve this, it is important that transparent information is communicated to applicants upfront, during and after the process. This should include the reasons why the assessments have been chosen, some familiarisation with what to expect and what to do during the assessment process, where and when decisions will be made, and how they will receive feedback. A better candidate experience will result from this, which is likely to lead to benefits for an employer such as a better reputation, fewer challenges from applicants, and more motivated candidates going through the process and eventually joining the organisation Paul Yarker, Managing Consultant, Cubiks R&D Overall, 82% of candidates felt they were treated fairly by the recruiting organisation, and 70% said they left the process with a positive impression. Fairness is a very important part of any recruitment process, and every employer wants to provide an objective process for candidates. The survey results demonstrate that when an individual perceives that the process enables them to demonstrate how suitable they are, they will perceive the process to be fair, even when they are rejected. 96% of candidates who were satisfied the process gave them a chance to demonstrate their suitability for the role also agreed that they were treated fairly. EMPLOYER BRAND It appears that employers are increasingly aware of the need to demonstrate their brand in the recruitment process. 68% of candidates reported that the recruitment process was clearly connected with the employer s brand. Of these, 89% said they left with a positive impression of the organisation. Although this appears positive, there are still almost a third of candidates who either didn t connect the recruitment processes with the organisation s brand or were left with a negative impression of the organisation and their brand. How was the experience overall? Overall, 65% of candidates said they were satisfied with the end-to-end process. This leaves some room for improvement, with over a third finding employers processes unsatisfactory. A key indicator of whether an individual had a good experience is whether they would come back for more. Of those who didn t start working for the employer, 71% said they would apply again. Of the candidates overall, 77% said they would recommend a friend to apply. It is positive that such a large proportion would make this recommendation, but this still leaves almost a quarter who would not. It would be interesting to carry out some further investigation into this area to discover why these people wouldn t recommend a friend to apply and the possible impact that this could have on an employer s reputation. 10

11 TAKEAWAYS 10 Tips to improve your selection process 1. 1 Highlight how you re different. Demonstrate to candidates what you ll do for their career by showcasing your development programmes attract them with a future, not just a job Keep your promises. Don t just say things to get new hires, act on them Use the selection process to promote your employer brand, culture and values. It will make you stand out and you ll be more likely to attract the candidates you need and keep them Deploy robust online tests to sift applicants and spend the most time with the best candidates Demonstrate how rigorous your online tests are, make sure they are credible and candidates understand what is being assessed and why Enable candidates to prepare. Provide practice tests and briefing material so they know what to expect when taking assessments Communication and transparency are crucial. If you re transparent you treat people as equals, put them at ease and enable them to perform at their best Respond in a timely manner at all stages to all candidates. If this isn t possible, use software to generate automated, yet personalised responses Provide value through feedback. Give candidates a return for their time investment. 10. Learn where you can improve by asking your successful and rejected candidates for feedback. Don t forget that the selection process is an extension of your organisations brand. info@cubiks.com to find out how we can assist you with implementing outstanding people assessment processes. Cubiks International HQ, Ranger House, Walnut Tree Close, Guildford, Surrey, GU1 4UL. T F E info@cubiks.com W