From customer experience to candidate experience
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How can we learn from customer experience to win the war for talent? From customer experience to candidate experience is the keynote address by Geert Martens on the Candidate Experience workshop organised by Vacature/Références on 30/11/2011 in Wemmel, Belgium.
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From customer experience to candidate experience
- 1. From customer experience to c candidate experience @geert_martens, competence leader customer experience Brussels, 30th November 2011 Prepared for the Vacature Candidate Experience Workshop p f p p
- 2. Book us for experience inspiration: k • Conference speaking C • In nspiration workshops Hire us for experience transformation: • Customer experience statement C • Candidate experience statement C dd • Emotional Signature • Moments of Truth transformation M • Training & coaching T Geer rt Martens, competence leader customer experience • Mobile: +32 477 365 166 M • Email: geert.martens@4cconsulting.com • Twitter: @geert_martens T g _ • Linkedin: http://be.linkedin.com/in/martensgeert • Slideshare: http://www.slideshare.net/gmartens
- 3. 4C Consulting | Service por g | p rtfolio C t Customer E Experien M i nce Management t Naïve‐to‐Natural | Emotional Signature | Moments of Truth | Mu ulti‐channel Strategy | Unique Customer View | CRM Roadmap Marketing Excellence Sales Exce ellence Service Excellence • Marketing Maturity Assessment • SFA Management & & Automation • Customer Service Automation • Campaign Management & Automation • Sales Portfolio Manaagement • Self Service Strategy & Management • Campaign Management Outsourcing p g g g • Sales Middle Office • Complaints Handling p g • Marketing Resource Management • Training & Coachingg Customer Insight t Management Intelligent reporting | Data Quality | D Data Integration | Advanced Analytics 3
- 4. Content 01 Welcome to the age of the customer to the age of the 02 What is a customer experie p ence? 03 What is a great customer e experience? 04 What is a candidate experie ence? 05 Best practices
- 5. The age The T age of the customer e customer e
- 7. 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 Empowered customers
- 8. Organizations Medialandscape M di l d 1.0 2.0 0 3.0 73% 19% 1 23% Individuals
- 10. What is a is a customer ex xperience?
- 11. A customer e experience is em jou jo orga g otio rn n nizati ns ey on How a customer a journ of ney with and about feels and remembers interac ctions an organization
- 12. Reason Conclus sions Emotion Action The essential difference between emotion and reaso is on that emotion leads to action while reason leads to co onclusions Donald Calne
- 13. “Emotions color Emotions color the experience and, p more importantly, how the experience how the experience will be remembered” Donald A. Norman D ld A N Source: http://www.slideshare.net/koenatclaes/on-why-we-should-not-focus-on-ux
- 14. A customer e experience is em jou jo orga g otio rn n nizati ns ey on How a customer a journ of ney with and about feels and remembers interac ctions an organization
- 15. Affection Anger Annoyance Anxiety Apathy Arousal Impacting Awe Cared for the way the way you feel Contempt Curiosity Boredom i about Depression Desire Despair i i Disappointment Disgust At At The brand Dread Ecstasy Embarrassment each i i Empathy Energized interaction, The Envy Euphoria emotions company jou jo Fear Focused Fretful Frustration are i i Gratitude evoked The rn n Grief products Guilt Happiness Hatred Hope i i ey Horror The Hostility service Hurried Hysteria Indifference Interest Irritation Jealousy Loathing i i The people Loneliness Love Lust Misery Value Neglected received Pampered Pity Pleased Pride Rage Other Regret g customers Remorse Sadness Satisfaction Shame Shock Shyness Sorrow Yourself Suffering Surprise Stressed Trust Valued Wonder Worry Source: xprnc.be
- 16. What is the start? What is the end? Outside‐ vision: Outside in vision from the custom mer’s perspective
- 17. Make or Break moments ak moments “Moments of Truth” s
- 18. “Break” moments “Make” moments An interaction within the customer journey at An interaction within the customer journey at which you risk to strongly trigger value‐ which you have the opportunity to strongly destroying emotions that will ruin the entire trigger value‐driving emotions that will boost the experience entire experience Objective: AVOID Objective: GRASP One time: nothing, Repeatedly: trust, secure, safe Emotional engagement One time: nothing, O ti thi Emotional disconnect Repeatedly: unappreciated, not valued, taken for granted
- 19. A customer e experience is em jou jo orga g otio rn n nizati ns ey on How a customer a journ of ney with and about feels and remembers interac ctions an organization
- 21. What is a is a great customer g t ex xperience?
- 22. Deliberate & valued on a emotional level Perfect performance EMOTIONALLY Great custo omer ENGAGED on all Moments of CUSTOMERS experienc p ces Truth Consistent across touchpoints & customer lifecycle
- 23. What’s the DNA of your customer experience? rience? r
- 24. g great g great 1 2 Potential over‐investment in less crucial interactions: customer experience is not about trying to delight all your customers all the time
- 25. Consistent acrooss touchp points & lifecycle
- 26. What is a is a candidate did ex xperience?
- 27. Source: http://www.ere.net/2011/10/31/help‐identify‐the‐dumbest‐things‐recruiters‐do/ 1 Not managing the candidate experience 2. 2 Expecting dull position descriptions to attract 3. 3 Not taking advantage of employee referrals Top 10 p 4. 4 5. 5 Not learning the business Using the same recruiting process for different level Using the same recruiting process for different level jobs dumbest things 6. 6 Making slow hiring decisions 7. 7 Assuming interviews are accurate g recruiters can do 8. 8 Using active sourcing approaches for passive 9. candidates 9 Not prioritizing jobs 10. Not identifying job acceptance criteria
- 28. A candidate e experience is em jou jo orga g otio rn n nizati ns ey on How a candidate a journ of ney with and about feels and remembers interac ctions an organization he seeks to work for
- 29. Source: The candidate experience, november 2011, n=3.200 refused a job offer, not because of job content or 74% % remuneration but because it did not feel OK. Low management wer 80% Cur tl employed rrently l d 79% 35‐44 years 79% Changed jobs <6m 79% Flanders 78%
- 30. Source: The candidate experience, november 2011, n=3.200 drivers for satisfaction with a drivers for satisfaction with a Top5 p5 recruitment interview are purely emotion based. purely emotion based Interviewer shows s genuine interest Being treated B i t t d i f i dl d in a friendly way Being treated in a personal way Ma ade to feel at ease Welcome ed in a warm way
- 31. A candidate e experience is em jou jo orga g otio rn n nizati ns ey on How a candidate a journ of ney with and about feels and remembers interac ctions an organization he seeks to work for
- 32. 5. 5. 1. 1. Onboarding Awareness 4. 2. “Silent” Exploration zone 3 3. Intera action
- 33. Source: The candidate experience, november 2011, n=3.200 About the customer experience Adjust sourcing approaches to types of candidates Generation Y prefers network referrals as first source of job opportunities 5. 5. 1. 1. Onboarding Awareness Be creative Attractive advertisement 4. 65% 2. “Silent” Exploration Career site zone 46% Recommendation 27% 3 3. Intera action Contact on job fair 11% Social media 10%
- 34. 5. 5. 1. 1. Onboarding Awareness Over 90% of candidates f dd 4. who reach a career site do 2. “Silent” not apply Exploration zone (Dr. John Sullivan & (Dr John Sullivan & Associates, 2010) 3 3. Intera action 33% of senior management candidates do not rate the recruitment process as easy and recruitment process as easy and intuitive (The candidate experience, Vacature & 4C Consulting, 2011)
- 35. Source: The candidate experience, november 2011, n=3.200 46% is said it to be (very) ea asy to reach someone for additional informat tion 1. 2. 3. 4. Consistent Emotional Interactive Functional Does your career site Is your career site Is your career site a evoke the desired Is your career site aligned with your g y communication emotions of your ti f functional? f ti l? brand positioning? vehicle? candidate experience? 71% is satisfied with the information on the organisation 51% is sa atisfied with the information on the job
- 36. 5. 5. 1. 1. Onboarding Awareness 4. 2. “Silent” Exploration zone 3 3. Intera action Delays at any stage of the Lack of quality information recruitment negatively about selection steps and impact candidate methodology leads to rapid reactions (CareerXroads, reactions (CareerXroads abandonment abandonment 2011) (CareerXroads, 2011)
- 37. Source: The candidate experience, november 2011, n=2.458 GOOD Genuine interest Personal Friendly At ease Time Co ompetences Warm Well‐prepared Info on job Info on job Ho onest feedback Info on organisation Capabilities IMPORTANCE 36% Usefull feedback Keeps promises Information in Clear view lin ne with jobdescription On time Privacy issues BAD BAD PERFORMANCE 4 GOOD
- 38. 5. 5. 1. 1. Onboarding Awareness Only 3% of companies breaks the silence i th “ il t” il in the “silent” zone in a structured 4. 2. way (Bissell, 2010) “Silent” Exploration zone Best practice: A new‐ hire onboarding site 3 3. Intera action Best practice: a new‐ hire package
- 39. 22% of staff turnover occurs in the first 45 days occurs in the first 45 days of employment (The Wynhurst Group 2011) New employees with structured onboarding program were 58% more program were 58% more 5. 5. 1. 1. likely to be with the Onboarding Awareness organization after three y years. (The Wynhurst ( y Group 2011) 4. 2. “Silent” Exploration zone 3 3. Intera action
- 40. A candidate e experience is em jou jo orga g otio rn n nizati ns ey on How a candidate a journ of ney with and about feels and remembers interac ctions an organization he seeks to work for
- 44. People will forget what you s said, people will forget what you d people will forget what you d did, did, but people will never forget how you made them feel. Maya Angelou