Shannon Pritchett 0:00
Welcome everyone to our November CXR Connects I’m Shannon Pritchett for those who don’t know me. And I work of course with CareerXroads and on our call from CXR, we have Barb and also Gerry Crispin. Today we’re going to be celebrating the candidate experience awards and then nine winners of our CXR member company, which is pretty good deal, especially this year, because this year was not an easy year for any of us. So a little bit of a different call than we normally do. This call is pretty laid back, I want it to be guided by discussion, and insights. And so we can actually learn from the people who drove candidate experience and won an award for this year, I see some familiar names that I know we’re on the candidate experience symposium. And so I also want to encourage everyone who attended or just have some time to participate in today’s call. Because I think the more we share, the more we will learn. Well, for those of you if you’re not familiar, we do the CXR calls once a month, we always focus on something new and pressing within talent acquisition. And since we are on a few days after the candidate experience awards, that’s why we are focusing on it for this call. Now at CXR, we have over 150 member companies that are a part of our community. And of course, we offer a variety of different sources. I want to talk about our exchanges in just a second. But I just wanted to remind everyone that we have a wonderful benchmark, and reports page. And within that we have three active surveys that could be use your response. So for those of you who are on this call, just make a note to go complete the surveys that would be fantastic. And then we will return to our normal meeting scheduled this is our only meeting for this week, once Thanksgiving wraps up, which will include our CXR eXpert Tease, which runs every Thursday, at a lets see here, about one o’clock eastern time. And just so everyone knows on this call, we are recording this. And a copy of this call will be made available once it’s ready and edited in our multimedia library. Lastly, we have a candidate experience exchange. Our exchanges, surprisingly, have been super active this week, which has been so good to see. So I just want to remind everyone that you have an opportunity to go into our exchanges, we have over 25 of them for you to choose from including the candidate experience exchange, continue the conversation and keep this information going. So it’s a wonderful place for us to share information, share data, and of course, successes and any questions that I have. All right, well, I want to congratulate so if you are on this call, and you can give a round of applause a CXR style to all of our 2020 candidate experience winners. And we have representtation from about majority of these on today’s call. So congratulations to Advent Atlantic Health System. EJ Gallo, Intermountain, Kimberly Clark, BASF, Lockheed Martin Optum, and lots of people winning awards this year, which was so good to see. And I want to dive into some information, how they got some of these awards. But first, do we have I want to talk about some of the awards and some of the data that was shared? Do we have Adela on the line by any chance? Has she joined?
Adela Schoolderman, Talent Board 3:31
Hi, right here
Shannon Pritchett 3:33
Alright, Adela is a new to CXR so welcome. We’re so excited. You’re part of the CXR community and family. And she also worked a lot with the talent board this year. So, Adela, I just wanted to go over a couple quick notes. And I want you to chime in because you were with me for those full days. Some of the things that really surprised me and stood out first the data. Um, you know, each year the candies has more and more participants. I think they had over 150,000 candidates that were surveyed. And what was really interesting is we also received the highest scores than we’ve ever had this year. For those who participated in the count. I think that was a not meant to be on mute. But let me continue. And so this kind of goes along with the trend that we’re seeing with within 2020. I mean, obviously, it’s been a challenging year. For those of you who were on our college campus recruiting call, all those virtual internships that obviously weren’t able to meet in person. Some of those organizations all organizations not only increase your NPS score, but some of them rose it by about 20 points, which is just an absolutely massive and we saw that with candidate experience as well. So, I mean, you got to think how we entered 2020 right. It was a basically a candidate driven market there are more jobs than candidates. And so they kind of had their pick of the litter. And then that switch, once COVID happened now there’s more candidates than jobs. And so with a challenging year and candidates applying to multiple jobs, and all of us having to flex from our normal routine to where we are today, I think that shows volumes for anyone who participated in the candies, and of course, because it was super competitive this year. So if your company didn’t win an award, I’m sure you still learned a bunch in the process. But to see some of these scores higher than last year was very inspiring for me. I don’t know your opinions, Adela.
Adela Schoolderman, Talent Board 5:39
Yeah, I agree. And I think, to your point, I think everybody probably heard this of if they did the data call with Kevin with Ron or with me, but that we’d been positive candidate experience have been tracking, especially from 2015 to 2018, dipped in 2019. And then shot up this year. And so candidate experience that the candidates who said that they had an excellent candidate experience grew in 2020, in the midst of all this craziness. And then also, at the same time, that there was a rise in negative candidate sentiment and stat was also on the rise year over year, globally, we’re watching that creep up, especially in North America. And and then all of a sudden, negative candidate, candidate sentiment plummeted in 2020. And so just overall, data showed really interesting things. But we think it’s just a mix of of us just being super transparent, and just really proactive with our outreach. But at the same time, maybe we were getting a break because maybe candidate said okay, they’re human too. And I’m sure to some some grace and forgiveness too. But really interesting stuff in the data.
Shannon Pritchett 6:46
I’ve been waiting, like my whole career for candidates to understand what recruiters go through, I think this was said in a lot of different presentations is that we are all in the business of No, obviously, I think all of us would love to give everyone a job. Well, almost everyone a job. And unfortunately, we just don’t have that power. And I wrote down three recurring themes. You mentioned one with transparency. We heard that from the winners time and time again, being transparent with the data. Gerry Crispin, I know you’ve been really vocal with trying to get organizations to be more transparent in their data, not only with candidate experience, but internal data as well. Also communication. Obviously, if you’re not having proper communication, I think that’s where the you’ll see a dip in candidate experience. Right. And lastly, setting expectations. I think were the three reoccurring themes. I don’t know if you have anything you want to add to that?
Adela Schoolderman, Talent Board 7:42
Yeah, definitely. Go ahead.
Gerry Crispin 7:44
No, no, that’s all right, I was just gonna make an observation that I’m thrilled to see how how many more companies then than there were in the past are totally focused and in fully engaged. And I think there’s a contrast effect in the sense that many of the companies that are beginning to do much more with candidate experience, are getting more value returned. And I think over time, we’re going to show that those companies are doing even better. And the companies that have failed to step up to candidate experience are going to see even more of a contrast effect in terms of the expectations of candidates who are dealing with them. And that will, that will be a problem for them. But hopefully, they will learn what you folks are doing. That was basically all I want to say.
Shannon Pritchett 8:36
Agree, Gerry, absolutely.
Adela Schoolderman, Talent Board 8:40
Good. I just wanted to say I received a really sweet note from someone and I did I did not go above and beyond. I was just doing my thing at Edwards and just providing the same level of service I do to all the people I talk with. And, um, she said, basically, thank you because never before had she received the feedback I gave her but, but also that she restored my faith in the recruiting process. And so everybody we touch, I mean, that’s what we’re doing for them, especially in 2020. I mean, we are restoring faith. So it was it was really a sweet note. And I didn’t I thought about sharing it on LinkedIn. I’m like, No, cuz I’m not doing anything special. But but this is the impact that we can have on people. So it’s just a really nice reminder.
Shannon Pritchett 9:20
Yeah, I think we are doing something special. I think if you’re hiring, you’re doing some research. I think you’re talking to candidates even if you’re not hiring, you’re doing something special. I’ve said this in the past that number one I used to get complaints, you know, from our friends and family, right? No, we’re in the business. Although I don’t know how to explain this job to them. But maybe one day I’ll figure it out. is the number one complaint I used to get was the black hole right? I applied the resume went to a black hole. I don’t know what to do I can you connect with someone. Now the complaint I get is when communication is a follow through, like an email to too long to get answered. Our voicemail didn’t get returned. You know and Let me let me open to to everyone on this call winners, all attendees. You know, what is some of the candidate You know, statements and sentiments that you’ve heard this year? since at least we’ve gone digital in candidates? Has it been positive, negative? Anything? You guys want to share?
Ryan Bailey, AdventHealth 10:24
Shannon Connect, go for employees since some internal mobility. So most of my talent pool is internal. So is that okay? I see some heads nodding, Gerry? Okay. So I actually had, I actually had the opportunity to connect with an employee on last week in regards to internal mobility. And actually, by choice and by compassion. I spoke with him for an hour and 15 minutes, because he was a little frustrated, because he hadn’t seen the type of harvest or reaping benefits or opportunities internally, which he just felt things should be moving faster, faster, faster. And so after I had connected with him and kind of explained to him, how his resume can be enhanced, you can’t just rest on your MBA, but your MBA should be on a well formatted resume, that you can help put your best foot forward. And so he actually sent me an email, he said, I thank you again, for reaching out to me last night, I apologize that I time ran over. And for any previous emails where I may have come off a little negative. I appreciate your transparency, feedback and recommendations regarding my resume cover letter, I truly feel that you understand where I’m coming from. And I appreciate your willingness to offer some suggestions to assist me in this career journey. And so just to have a win, that was a win we had a frustrated employee, but when I actually took the time to just sit down and just say, Hey, here’s what we can do to get you some type of internal jobs search strategy. Here’s some tips for your resume, here’s how you can put yourself in a best foot forward. It’s like he just really appreciated that. And that’s not the only email that I’ve received. But when employees feel the love, they’ll stay home. So I just wanted to share that with you all.
Shannon Pritchett 12:22
Mary Brogan, Marsh & McLennan Companies 12:24
Hey, Shannon, this is Mary. So I’m not trying to be Debbie Downer. So sorry, if I get caught if I come across this way. But it’s just a couple of things kind of dawned on me, I think, um, the first thing is, is that it would be really interesting, I think as we continue to move towards hopefully, right business as usual for a lot of companies. If if the results do the same, and and I look at the award winners, and many of the folks that are on that list, are companies that in some cases weren’t impacted, right by the downturn, if you will. But there are a lot of companies that were and the reality is, is that when that happened, rec levels, limited for a lot of companies, which gave recruiters the time right to be able to spend with candidates write or review resumes that maybe historically and I will tell you personally, just because I think it’s fun to do, I applied to six jobs. There’s four that I’ve still not heard from, and I applied to them over 60 days ago. No, no, no, like, you’re a loser email, we don’t want you at all in my you know, all recruiting related jobs. Right. So, which clearly, apparently I’m not qualified for. So, you know, I think it’s really kind of interesting, because there’s still that situation where a lot of companies are not communicating. And for many organizations, now is probably the time to shine, because in some cases, right, the rec levels aren’t as high. So I think it’ll just be really interesting to see where we go. And I think that’s where we can certainly benefit from the award winners. And again, especially those organizations, in healthcare in DOD, etc, that maybe didn’t have the same impact that some other companies did, to appreciate what they were doing to really impact that candidate experience and then hopefully continue to share those best practices with us so that those of us who did feel that impact as we come back out of that, we’re able to kind of continue to have the same level of high touch to some degree right or at least continue to drive improvement on the candidate experience.
Ken Krings, Intuitive Surgical 14:38
Mary, thank you for bringing that to our attention. You know, Intuitive Surgical is pretty new to this CANDE process. And the results were obviously great of telling us that when we actually have a conversation with a candidate, we do a great job, our ta organization is all over it and really fosters a great candidate experience, but what it highlighted for our company is that we are not doing a good job of creating a candidate experience to your point Mary, not just positioning candidates, and giving them communication and correspondence, if they’re rejected, or if they’re just sitting in a big black hole, we we, we really uncovered a process where a lot of our candidates were just sitting out there for months with no communication. So we have really driven a disposition process at a much greater level. And I think that’s really awesome for our company. I hope that we’ll have better even better results going into 2021. And then the next thing that we started doing is when we’re closing out candidates, we start asking each candidate if there’s anything that we could have done better for them in this process, and that a host of new information as well. And I love I love that conversation. Because I personally, I pride myself on creating a great experience. But I can always learn one or two great things to do for every single new process that I undertake as well. So I thought I would just share that.
Shannon Pritchett 16:04
What a good question Ken, That’s absolutely incredible to ask, what could you have done better, especially to reengage them? I’m curious, the first thing you said, I’m wondering how many of us on this call and maybe can this has to relate to you? those candidates weren’t getting communicated with because the recruiters didn’t know what was happening to the positions itself?
Ken Krings, Intuitive Surgical 16:30
In some cases, in some cases, yes. But in some cases, you know, we had a lot of recs that were future forward wrecks, where like in sales, we might need a person in this particular area. And so they post this future forward wreck, but it looks like a real rec to a candidate. But they’re just sitting out there for months, months and months with no communication. That’s that’s one example. Yeah, we really had to fix that.
Gerry Crispin 16:56
I would also argue that very few, very, very few recruiters are taught to reject folks. There’s there’s not a lot of training about rejection, there’s a lot of training about celebration, about finding the right person about moving that person along, sucking them in and marketing to them, and whatever and whatever it is. But But fundamentally, when we’re thinking not just about candidates, but the candidates that we don’t hire, they’re there in lies that key issue of how we close that loop on them in a way that’s respectful, yes, and efficient. Because we have to do it efficiently if there’s 99 out of 100, that we’re not going to bring on. But I believe that we’re many companies are challenged in terms of how they teach their recruiters to consistently reject candidates in a way that’s respectful. Not every candidate is going to appreciate it. But the fact is, if we do it, and we do it consistently, and we can convince, we can measure that we did it, then then you close the loop and you change the game, in my opinion. And that’s that’s a challenge that we all have. And you’re not, you’re not the only one among them. In relation to that. And I will tell you, that is the fundamentally of the five or six core areas that are kind of seatbelt operations for candidate experience closure with candidates that are you’re not going forward with is absolutely number one, in terms of its impact on how it candidate will rate you in the future.
Ken Krings, Intuitive Surgical 18:38
Our Our philosophy is if you’ve ever had a live conversation with a candidate, they deserve a live rejection. And that’s kind of our company philosophy. Now, does it always happen? Probably not. But we really try to drive our recruiters to close out candidates professionally. And I also really believe and legal probably doesn’t like this. But I also believe in always rejecting the candidate with a little bit of feedback on something that they could have done a little bit better. And they really appreciate it.
Adela Schoolderman, Talent Board 19:07
One thing I started doing too, because I’m used to being in a highly regulated environment, and met medical devices, slash bio sciences. And so I have to send a standard rejection message. But what I’ve been doing is, is if there are people that normally I would reach out to and be like, hey, you had a great profile, I want to stay in touch with you. I just reach out to them on LinkedIn now and just say, Look, I’m about to send you this disposition message because you’re not the right fit for this particular role. However, I think he’s such a great background. I know their are other roles coming up. And so I’d really love to just have an informal chat. And so that’s been really helping to if there are those people who I know I want to talk to them in the future.
Ken Krings, Intuitive Surgical 19:45
Shannon Pritchett 19:47
Absolutely, Gerry, do you remember this data? Hilton, one of our members, I don’t know if anyone is on from Hilton who can back me up on this on this quote, but I know for some of their upper level management positions If you were a finalist in an interview, Hilton would reward you with silver status or very entry level status. And they tracked it over the years and actually saw an increase in millions and millions of dollars just by giving candidates
Gerry Crispin 20:15
That was done for veterans for about a year, with about five or six years ago. And the impact of measuring how much money had been spent by those veterans before they were turned down. And the year after they turn down the net, the net difference was over 100 million dollars. So the so there is impact that increasingly corporations are measuring in relation to that. But obviously, it’s not always the easiest thing to do. There was one question as well, that I think relates to this, that I just saw about, what is the role of the hiring manager in terms of this, and every company is really got to decide what are the best practices for us, because each company is going to be different. But the further the further a candidate goes, one of the academic studies that I’ve seen over the years, is that as as candidates become closer and closer to getting the job or not getting the job, so those final silver medalists who may have met with and engaged the team and the hiring manager, they transfer their allegiance to the recruiter to the hiring manager, they start building relationship, even if they’re not going to go forward. And so there has to be a judgment around that, that encourages the hiring manager, perhaps to be participating in this issue around how do we tell people we’re not going further. And so there’s opportunity to elevate your candidate experience for some of those kinds of jobs. And they may be critical jobs where you know, we can’t bring this person on, but we want to keep it, we want to keep that person warm. Because six months from now, a year from now, we may very well need another one of these and this person would have been hired if we didn’t hire the person that we did hire. And so there’s there’s true opportunity to really think deeply about how we elevate how we let people go in a whole different set of different ways. And every company has to do it within their own culture and their own engagement.
Ryan Bailey, AdventHealth 22:24
Hey a Gerry, well, we’ve been practicing aven Health is a silver medalist committee, where those candidates that hey, you know, they would have got the gold medal had not the other person got it. So we actually believe in communicating with those candidates, especially if they’re like in a health care system. We need our ends, like yesterday. So especially let’s say if it’s an RN row or row that you know that you’re going to continuously have a position coming. So it’s like a continuation of a pipeline for applicants that you know, meet the job description, they make the profile candidate that the hiring manager is looking for. So it’s like it’s a continuation of communication, hey, just checking in with you. We’re gonna have some opportunities in the future, a rest assure that we believe that a great opportunity is going to come your way. But it’s still giving them a great experience, although they didn’t get that role. So we actually, we have a survey that we give to not select the candidates. Usually, it’s a good trademark, if they still want to join the organization, even though they didn’t get selected, but they still had a good candidate experience. So that’s something that we’re trying to focus on as a best practice.
Gerry Crispin 23:39
I think that’s great. And this is the danger of getting me teed up on this kind of stuff, because because I’m going to tell another story. And that is a number of years ago, Johnson and Johnson did an experiment in research, where they, they on purpose, went back to each hiring manager, right after the offer was made. And they said, Of the three candidates, we did not make the offer to, if this offer is turned down, we want to immediately make an offer to one of the three, which one should we make the offer to? And the answer, obviously, would be this one, this one, this one, or none of them or all of them, whatever. So what they did was they tracked all of the ones in which a hiring manager automatically would offer the job to whoever came in second, right. And that didn’t happen all the time. And they can they capture that over time. And there was like 60 or 70 people that they put into a pile of definitely a silver medalist, not somebody that you know, we would never make an offer to and then as positions opened in research, they said before we go out and find somebody for you. This job is so much like this other job in which this person would have been made an offer had the other person not gotten it. And they filled something like 80% of those positions over the next six months. because fundamentally, when when you go to a hiring manager and say, Hey, here are some people that we almost offered the job to that hiring managers, I don’t want the leftovers from one of my peers, until they realized that the peer would have automatically made the offer. And so it was kind of a gimmicky approach. But it was another another idea for how you elevate silver medalist to become something you can use more effectively to actually speed up hiring in the future, and, and make stuff happen. And anyhow, just I want to shut up.
Shannon Pritchett 25:53
Gerry, I can listen to you tell your stories all day. And they’re so insightful. So please don’t put yourself on mute too long. I do have some questions for the winners, because I want them to share how they won what they learned. First question, of course, I want to ask for those of us who won a CANDE, who are on today’s call. And Ken, you’re more than welcome to participate in this is, let me start with Melissa from EJ Gallo. You know, what did you guys do differently this year? Or maybe you’ve continued it in the past? That’s the question. I’m asking you to all the winners. What What did you do this year to win the cande? Melissa, let’s start with you.
Melissa Mendoza, E&J Gallo Winery 26:32
Yeah, um, I. So first of all, I love joining these meetings, because it reminds me that we are all in this together and the pain that we feel and the successes that we’ve had, we can just relate with each other and share. So thanks for having me. And it was a good kind of intro discussion that we’ve had. So yes, 2020 was our second year, only our second year participating in the candidate experience, experience award survey. The first year we did it, we actually opted for kind of the shorter form survey. And so this year, we switched and did kind of the full, I think 7069 or 70 question survey. So we got lots and lots of feedback this year. But one of the, you know, key things that we focused on, and I’ve heard most of you mentioned it already is on communication, and then speed through the time line, right. So we actually did a complete overhaul of all of our system generated emails, we changed the tone and the right language, kind of from an employment branding perspective. And really made sure that those were clear, concise, and really matched our overall employment brand. So that was one huge thing that we did. We got a lot of feedback, we constantly get feedback on communication, right? So we are also in the business we say of rejecting candidates. And so another thing that we did to help with kind of those boomerangs or silver medalists was we developed a couple of microsites. So one we call the Gallo Career Center, because rejection microsite doesn’t sound too appealing for candidates. But it basically is a kind of private landing page that totally matches our employment brand in our career site. And anybody who is rejected throughout any time of the hiring process, lands on this Gallo Career Center. And what it does is it has resources for candidates to use to either learn more about Gallo but also for them, personality tests, kind of career aptitude tests, different resources for them to, you know, go and read on, make themselves better at interviewing kind of you name it. It also has a couple of videos from some of our HR leaders describing you know how to do better next time, what we’re looking for at Gallo kind of covers our, our corporate values. And so that was another way just to kind of keep keep all of those people that we reject because we know our candidates are also our consumers. So we’ve got to keep up that reputation there. But so from our communication overhaul and to the microsites, those were two kind of really big initiatives that we pushed through and we do think we’ll you know, kind of realize the results of those probably in next year’s survey as well. But the other big thing for us was how do we how do we get Offer acceptances, right? In a virtual world where candidates may not even visit our campus, or kind of some of our, you know, more enticing sites that we’ve got in California and the north coast and such. And so our trade hospitality team actually developed some virtual tours that we’ve got on our career site so that candidates or potential candidates could kind of get a feel for our culture, see our campus and see the mass operations that we’ve got going on without having to visit. So those, those are just kind of a few samples of what we’ve, we’ve done, I think, going into next year, we’ll continue that focus on how do we kind of create that human touch in this virtual world. And so we’re, you know, we’ve done a partnership with our wine shop to make sure that we are sending candidates that interview, you know, a bottle of wine, handwritten notes, sort of trying to keep that tradition and like I said, human aspect on top of mind as we as we continue this journey in the pandemic. So just a couple of key highlights, amongst other things, but excited to hear what what everybody else did as well.
Shannon Pritchett 31:34
Super impressed with the micro sites and the virtual tours. While you’re talking. I myself was applying for jobs for EJ Gallo, so I can try to replenish all the J wine I drink during the candies to celebrate. But that was a really nice and generous gift that you guys are doing very creative question about the microsite, what platform or system did you use? Is that something you built through your CRM or ATSs? or How did you get that launched?
Melissa Mendoza, E&J Gallo Winery 32:02
Yeah, we partner with Bayard Advertising, and they actually host our career site. And so they built our microsite. So it’s not on a certain platform, but they have it linked for us. I could follow up with Carrie Montag to see if she’s got more details on that. But it’s it’s just all managed through Bayard so
Shannon Pritchett 32:25
I think maybe you can if you can share a bit more information inside the exchange. I know a lot of us on this call with kind of like to see it because that’s just wonderful idea.
Melissa Mendoza, E&J Gallo Winery 32:34
Yeah, yeah, absolutely. I’d be happy to share the link, you have to have the private URL, but I’ll send it in a chat so that you can all explore, we paired that Gallo Career Center or rejection microsite with also another micro site that actually preps candidates for the interview. So once candidates get to a certain step, and we know they will be scheduled for either a virtual or an on site interview, we’ve got another landing page that goes over kind of our behavior based interviewing techniques and kind of what to expect to better prep candidates as well. So I’ll shoot those over in the chat so you guys can explore.
Shannon Pritchett 33:15
Excellent, thank you so much, no surprise that you guys want to end this year with all that work. So good job well done. Okay, let’s see here. Next my screen I see Kelsey. So Kelsey, from Austin, congratulations on your candy. Would love to hear what you guys did this year, or continued to do to deserve such great recognition this year?
Kelsey Madson, Optum 33:33
Yeah, um, we kind of, we’re building we’re kind of in a weird couple years where we recently acquired by Optum. So we’ve been going through this. It’s a it’s a tough growth process of a brand transition and getting all of our brands, we were formerly did a medical group, so well known around the Colorado area for that brand. So just trying to get candidates to understand who we are, we’re still this company, but we’re going to this company. So we’ve been on this journey for the last three years of already really enforcing communication with candidates really, really being transparent and overly communicative on the process we are applying for the transition. So we’ve already really been training our recruiters and onboarding and all that team to really communicate. I think it also has helped through the brand transition, we had to redo all of our communications anyways. So it was a really good time for us to go through each email we had scheduled the candidates and say, Is this really what we wanted to say now’s the time are we hauling off of our brand? Anyways, let’s go ahead and take the time to really make sure this is what we want to communicate with our client clients. So we really use that opportunity to revamp a lot of our communication. I’m also an emphasis on disposition and candidates. I think we all get guilty of just not going through the process of disposition, our candidates so they were kind of going To that black hole we don’t love. So really had one teammate on our team and she really just made sure she went through and was making sure everyone’s getting his position getting communicated with. So they’re not we’re not just sending them to the place of nowhere. But doing a much better job job at that this year not leaving people hanging. And through the pandemic, just being very open and honest. I think we are in healthcare. So we weren’t impacted as much as a lot of companies were but we still, we still were we have a lot of clinics that are elective surgeries. So those closed? And how do we redeploy our internal talent that we still want to keep and want to use? Because they’re great, great talent, but how do we still use them and keep them so kind of an all hands on deck, we have executive recruiters who had paused roles that are like, I will recruit for MS and R ns, and let me know what you need. So, um, it was a really cool team mentality. And just keeping candidates when they do have roles on pause, extra communications we created on explaining the role will come back, we just don’t know when we’ll stay in contact and actually stay in contact with these candidates. Because they were really far through the process. And then rolls are paused, but we don’t want to we don’t want to lose them. Um, so really doing a good job of just staying in contact, I monitor our recruitment inbox, I get to kind of see candidate replies, which is kind of fun sometimes, but a lot of like, thank you for letting me know. Like, I appreciate that’s all I that’s all I wanted was someone to let me know what’s going on. Um, so really cool. Cool to see that, and then we’re doing a lot more online hiring events is something I’ve really been diving into recently, um, I think we might have overcommitted a little bit. First, we got really excited about a new platform and just went all in. But it’s been really cool to still connect with candidates virtually in a hiring event type setting, I’m not usually doing it in person, it’s just not an option right now. But also providing extra value during these hiring events. We had a seminar on how to improve your resume. He had a doctor come in and just talk about how to take care of yourself during a pandemic when you’re a healthcare worker. So just trying to provide extra value to candidates even though they might not potentially be working for Optum. So those are kind of the things that we’ve been doing this year that seem to be working so far.
Shannon Pritchett 37:31
Yeah, um, a question with the online hiring events. What platform Are you guys using?
Kelsey Madson, Optum 37:36
We’re using Brazen.
Shannon Pritchett 37:38
Kelsey Madson, Optum 37:38
Shannon Pritchett 37:39
How’s the quality of candidates?
Kelsey Madson, Optum 37:43
It’s been, because we’ve done that we’ve dabbled a little bit of everything. So we did an indeed event hiring tour across, I think probably a lot of people maybe participated in that, um, we found the quality of phrasing a little bit better, but we control the marketing for that. So we really can pick and choose where we’re spending our dollars for that. So we’ve done pretty well, we’ve mostly been doing it for physicians, residents, nurses, and amaze has been our main hiring event to focus
Shannon Pritchett 38:16
Question to have some of those events that you talked about, like, you know, resume writing stuff like that? How’s the attendance? Do you see I see at least good positive attendance, and those events?
Kelsey Madson, Optum 38:27
we thought maybe be a little bit more, I think maybe it’s one of those things, we just have to get people used to being like, I can take advantage of a resource, even though I don’t work there. Um, so I think maybe, since it’s so new people maybe aren’t quite ready to do that. Um, so that one was a little lower than we would have hoped. But I think we’re still going to keep it. Um, when we have live presentations from clinicians talking about how to take care of yourself, those have been pretty well attended. I think people, especially in the healthcare industry, are wondering what to do differently to take care of their employees and why should make a switch, it’s kind of scary time to make a switch right now. What’s gonna be different for me. So really just focusing on how we take care of our employees and what we do differently.
Shannon Pritchett 39:10
Absolutely, you know, I just want to applaud all the healthcare companies that are on this call and majority of them the one candy because you know, certainly talk about a interesting year, not only with the COVID you know, rush and that’s still happening, but also you know, the loss and a lot of resources, procedures, which really fun hospitals. So I think I was so encouraged to see so many of the CXR members who dabble in healthcare and who do or do health care and also the ones that weren’t that were able to win awards. So I think you get you know, double round of applause for that. Another healthcare clients that I would love to hear from as well and and thank you so much because they really appreciate Colin with an Advent. You know, Colin congratulations and what did you do do when the candy this year
Colin Lyle, AdventHealth 40:00
Thanks, Shannon. So no shortage of effort. And I think one of the biggest things, and a lot of us on this call and those that have been CANDE awards award winners in the past is, it’s not by accident. This is an intentional approach. And if you’re not intentional with it, then don’t expect to move the needle, you know, very much. So I think for us, we want CANDE two years ago, and then we didn’t when one last year and helped us kind of reset and evaluate, you know, what, what are we doing to really move the needle? Um, first things first, you know, the number one complaint that I think most of us can agree with is the black hole and say, Okay, well, what, let’s just let’s just hit that first. And our number one kind of remedy to that is how do we review and analyze our performance management with your overall candidate pipeline funnel right? So putting the speed to market initiatives in place to say, well, where were things historically in terms of how long it’s taken them to get step two, step two, maybe reaching a final disposition? What are our service level agreements and metrics and accountabilities that we’re holding our team members to and are they aligned to achieve that goal, right. And maybe they really weren’t, you know, kind of coming out of two years ago, so restructuring our performance management and accountability structure for recruiters to align with our long term goals of candidate experience, and speed to market really, in my mind help move the needle, just in that we’re we’re hearing back they excuse can’t be we never heard anything. So we’ll talk about quality of the response and how that response is when you’re rejecting someone. And that’s it in the recruiter, but just the sake of getting a response was really big. And we build that into the recruiters accountability. So total time to disposition is a metric that we track for all applicants. And we were able to move the needle by about eight days overall, which is pretty significant. When you look at the cycle time of somebody that went apply all the way to get the job versus those ones who maybe are rejected on the first day after they reply. So to move the needle year, over year, about eight days over a business with over over a calendar week, a total time to disposition was really big for us. And you know, you’re talking about three quarters of a million applicants, you know, give or take with our sample size, you know, we have almost over 90,000 employees, probably 25,000 plus hires a year. So that’s a lot to move the needle with. So just the fact that we’ve built that into the accountability, the recruiters understand the methodology.
And we’ll be disposition people, you know, much quicker and having visibility helps move the needle. Now, we talked earlier about kind of trends, but already saying and just because you’re moving them quickly, doesn’t mean the candidates will be satisfied necessarily. I’ll say that’s a unique piece for us. But like, why did you reject me after six hours I applied the six hours ago what happened, you know, you reject me too quick. So you know, you’re damned if you do damned if you do kind of thing. Now, I’m joking in the circle of trust here with this with this group. But I know that it made a significant difference that lots of people appreciate just hearing back even if it is six hours after they apply. Now we did build in very specific templates, I think we created about a dozen different unique warm and fuzzy feel rejection reasons and different templates. So we spent a significant amount of time doing that sir, the recruiters have some tools to help soften the blow of rejection, you know, six hours after you apply what that looks like, or as you make it further down the process, you know, the change, and those templates are a little bit different. But I will say number one that moves the needle on the biggest complaint of black hole. I love what Melissa is doing. We also have some career site changes and some of these microsite you know, helpful hints and tips for job seekers or interviewing techniques or resume writing, you know, those things, I think, make a big difference. But the other one to the virtual events and chats. And this year in particular, also helped we use brazen, we use hirevue use a couple different platforms to use to engage these virtual chat sessions to keep people engaged. I think that’s another piece that although I don’t have a ton of correlating data, I know anecdotally, it feels like having these chat sessions and they’re very normal, very regular. In terms of frequency, we have a couple different ones a week that are being managed by different personnel from sourcing to recruiting to our strategy groups that allow people to connect the test the waters before they apply. And in my mind, that’s the thing that they get to have a conversation, get a certain level of confidence, and then maybe say, Okay, now I’m going to apply and knowing what’s going to happen. And those people that actually make it to the application process have a better expectation than those who wouldn’t have before we started doing a high frequency of virtual chats, virtual events, and those types of those those types of settings. I think having those on a regular basis set that expectation on what the application process was going Look like so that maybe they were less dissatisfied if they did receive, you know, a quick rejection, or something of that nature. So those are probably a couple a couple of my big wins, really for adventhealth for last year.
Shannon Pritchett 45:13
Yeah, I certainly didn’t like it. And to your point, I don’t think there’s a proper amount of time when it’s feasible to reject someone. But I love that you guys track it made it a metrics, you know, something that I wholeheartedly believe in, you know, if you measure it, you can improve it. So well done. Thank you for sharing. And we have Bill from Lockheed on as well, Bill, congratulations for your candy award. And we’d love to hear what you guys did this year to to earn that award.
Bill Meeboer, Lockheed Martin 45:44
Yeah, thanks, Shannon. So it was an interesting year, obviously, Lockheed being a, you know, large defense contractor, we had a different set of challenges in that, you know, we are heavily reliant on our supplier base. So all of the cost savings that we that we had in areas, we were looking to redeploy, we were accelerating hundreds of millions of dollars of payments down to our subs. Because, you know, you have a company that makes landing gears for, you know, commercial aircraft in F 35. And if it goes under, we can’t get the parts to build our primary products. So we were, we were accelerating payments. We were We were, you know, so all of the perceived cost savings that we were getting, was really being redirected to the rest of the market to keep other companies afloat. So, you know, we advertised really early on that we were continuing to hire through the pandemic. It wasn’t until later in the year that things started to I’ll call it level off, you know, get get to pre COVID levels. We still were in a growth year, but it was a very different year, we also had a lot of different challenges we had our senior leadership was asking what can we do as a you know, as a healthy company to help the rest of the market. So we launched a lot of specific initiatives, looking at classes of employee of candidates out there that were disproportionately impacted. One area we looked at was military spouses. 30% of our actually, about 25% of our employees are veterans. And one of the most historically under under employed protected classes of veterans as military spouses. And a lot of companies are actually starting to track that there’s actually some some congressional movement to make that a fifth protected class, or an offshoot of military, middle military veteran status. So we went out and launched an initiative, we used our CRM aperture to get out in front of about 2000 candidates, and that actually generated about 60 hires 70. From a COVID perspective, we did a lot of things that were sort of market outreaching. But interestingly, this year, I feel like we, as it was stated earlier, records started to come down. And what I started to notice in a pattern of our utilization metrics, if some are key programs is more candidates that we hired had a human to human interaction early in the process. And what I mean by that is, two years ago, Locky really had no outbound talent sourcing organization, we had a couple of big names source con people on our team, it was really like four people and the whole company who were a strategic sourcing group. And we came in and expanded that group out across the company. So we had 70, sorcerers by the beginning of the pandemic that were out there in the market targeting critical skills. And we went for tracking maybe 5% of hires coming from sourcing to 30% of hires coming from sourcing it continued to increase exponentially as hiring decline. So even though hiring labelled leveled off this year, and the biggest example that is my military relations team, normally that team accounts for about 10% of veteran hires, and this year, they accounted for 30%. So at least a third of every veteran was directly spoken to by one of our military relations managers, who are veteran focus sources. And we were doing that this year, we used to do about 200 military events live now we were doing all those through bracing. So we we switched rip very rapidly to brace and the other thing we do a lot of is we have a very, very large campus program. We hire 5000 interns and college hires annually. And we had to pivot all of that to an online format. And we didn’t miss a beat, we still met or exceeded our hiring forecast with college. So what kind of happened with us was if we did slow down, we we accelerated in the areas we were focusing on, which was a lot of the, you know, the outbound hiring of critical skills, the people that we need on our growth minded programs, and we didn’t slow down on early career hiring. So even though the overall hiring numbers came down, the proportion of people who talked to a campus recruiter who talked to a sourcer, who came in through our referral program or referral program actually went from 7% of hires coming from referrals to 22% in 18 months. So we did a lot of things, you know, technology wise in there, we shortened our application. You know, we’re a government contractor used to be, you know, everything short of giving us your social and your exact paycheck, like a pay stub right into your application. we shorten that all the way down to four minutes. Everything else can be collected at time of hire. we shorten the rec process. So we actually created wrecks that you can hire 25 people on the same job posting, which sounds simple enough. But when you went to a government contracting, you have to hire 25 test engineers, you got to create 25 racks. And then a candidates got to apply to 25 recs. So little things like that we did in our core process that kind of increased the candidates ease of entry. It all kind of culminated this year where you know, the thing investments we made over the last two years, really kind of carried us through this year, and kind of whatever the future may hold for the next year or two out.
Shannon Pritchett 50:37
That’s amazing. And you’re getting a lot of love in the comments about the military spouse, you know, work you guys did around that. And that’s wonderful, especially as we head to our first gender recession that I’ve seen in my career. So I think that is absolutely fascinating. And, you know, having worked with longer sources in the past, I’m, I bet they’re thrilled to hear what they’re doing. It is paying off. And you guys have been recognized for it. So Bill, congratulations, and kudos and all the work you guys did. I we have two more companies to get to in about five minutes. So don’t want to put them on the spot too much. I want to make sure everyone had the opportunity to share what they did. Do we have Dinah on from BASF there another CANDE award winner and love to hear what they did to win
Dina Marie Bivona, BASF 51:23
Shannon this is Dino with BASF. I’ll spare you all the camera background, I’m in the process of painting my walls in my office. I got tired to post it. So went to chalk paint. So I ultimately I think, you know, the first thing we did very quickly was adapt our team. And we had Michelle, Tony. And Eric, they were really great. Everyone really did have to shift with the COVID experience. I think we realized today and I’ll kind of keep this brief. But the main component of what we did today, aside from the candidate correspondence and our ATS system was really we put a lot of video out there. I think we realized that video from an employer brand standpoint, and even from a candidate perspective, putting ourselves while we can’t always speak to every candidate, we can give them a substitute, we can put video in front of them and we can send them correspondence. I think another thing we understood was obviously the transparency is key. One of the things that we had a challenge with was are we do we actually are on a model called impact based hiring. So when we do impact based hiring, our job descriptions are generally they’re very general. So a lot of times they don’t give very specific information. And a candidate is left with trying to interview for a rule that we that they may not understand all the requirements for. So what we’ve done was, again, put a video out there regarding our hiring practices, what we actually learned, you know, or what we actually look for. So and I think you know, next year, our focus at the microsites is absolutely a key focus of ours, I think next year, it was a big thing in a lot of our survey responses, obviously, this positioning as we’ve heard here, but also giving them valuable feedback. And I’ll certainly align with Gerry on his comment where I think recruiters and hiring managers shy away from how to reject a candidate, especially this year, when we were you know, all open to, you know, be more empathetic towards candidates and and you know, just as a human just as humans as a whole, and I think it was very difficult for some people to pick up the phone and tell somebody who may be, you know, trying to get a position for for to feed their families that you know, they weren’t the right person. So the microsites, I think is is certainly something we hope to focus on. And also going back to very quickly, the timeline, candidates had a lot more time to cater to, or the recruiters have a lot more time to cater to candidates. So what things can we do internally, from our process standpoint? Well, you know, human contact is key. But there’s a lot of process on the back end that we can try and automate a lot further. And, you know, obviously, our career site as well. So those are our future focuses for us.
Shannon Pritchett 53:52
Right, I’d love if you’d include some of the future focuses and if you could just please keep us informed, especially within the exchanges of when you build those micro sites. And I think what I’m hearing from so many award winners, Dina is that you know, your hard work is paying off. So congratulations on all that extra communication you guys did. Thank you so much. Very cool. And do we have anyone on Damon, or anyone from Intermountain on the call? I think Damon might be Yes, yeah, I think we might be a little busy. A little Thanksgiving, a little under the weather.
Gerry Crispin 54:35
I would say Intermountains, struggling a little bit with from a hospital point of view. I know that there’s some I was just talking in New York Presbyterian, Intermountain sent a planeload of nurses and doctors in March to New York Presbyterian. And I believe that New York New York Presbyterian returned the compliment not long ago and sent a few doctors and nurses out to Denver for Intermountain So the hospitals are having an interesting time right now.
Shannon Pritchett 55:05
Yeah, yeah, indeed. And it actually brings us to the top of the hour. And so I would love for us to continue this conversation. And again, I’m going to echo what I keep saying is the exchange is the perfect place to do that. Because I think what we’re learning on the call is that we’re all in this together. And there’s so many great things that so many different organizations, whether you want to CANDE or not are doing, which is greatly going to impact your candidate experience headed into 2021. I think we’d all love to get back to a candidate driven market, because that means you’re getting back to normal. I just want to thank everyone for your time. Something I’m thankful for is not only me having a job, but to be able to surround myself with so many knowledgeable people that are staying safe and being healthy. And so happy Thanksgiving to everyone on this call, and looking forward to continuous conversation in the exchange and of course, finishing 2020 with more knowledge for everyone. So stay blessed.