Here’s why every department should become great at hiring

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“Hiring isn’t my department,” you might say. And technically, you may be right. Maybe you’re not in the actual department responsible for hiring top talent within your organization. You might not even interact with your people team day-to-day. Your team might have a specific job that’s completely different from that of a talent acquisition leader – and a finite amount of time in which to get it done. In fact, you were hired for that exact reason.

But whether you’re leading finance, engineering, product, sales, legal or accounting, we’re here to say that hiring is your department. No matter your role, you have the ability to influence who your company hires, whether you're the person selecting employees, providing a referral, sitting in on an interview or making the final hire decision. In other words, you don’t have to be on the people team to influence hiring.

Why care about great hiring? Hiring is the strategic function of any successful business, extending far beyond the actionable steps of creating a role, searching for the right candidate and extending an offer. In this data-driven era, your people make or break your business’ success. And consider the pain you feel when a high-priority role isn’t filled quickly or isn't offered to the right person: work piles up, deadlines are pushed and goals are affected. Search your feelings – you know this to be true.

Consider the ROI of a great candidate experience

The most innovative and successful companies today know there’s a difference between good and great hiring. For one thing, these companies are often the most competitive in their hiring strategies (they know top talent is up to eight times more productive than the average) and, for another, they recognize how great hiring affects the output of employee lifetime value (ELTV). But, these companies also know that today’s talent has more options than ever before – that at any point in the hiring process, regardless of department, a candidate could remove themselves from the process altogether.

Improving the candidate experience should matter to the entire company. It’s frustrating to lose a top candidate to a competitor in the final stages of an offer due to a poor candidate experience. “Was it something we said? Or did?” The answer is likely, yes. Some businesses might have given up hope that they can even compete in the war for talent with stakes that high. According to McKinsey, 82% of companies don’t believe they recruit highly talented people and for companies that do believe so, only 7% think they can keep them. If the company’s view is that only one department should be focused on providing the type of candidate experience that top talent expects, it’s easy to see where the lines are drawn.

“The hiring process itself is a major factor in how people form their impressions of most companies,” says Daniel Chait, CEO and Co-founder of Greenhouse. “If a candidate has a good experience during your hiring process, you'll improve your hiring brand, making it easier to get great candidates who are excited about working for you.”

Creating a positive candidate experience doesn’t just happen – it’s a strategic function of great hiring. In a world where 75% of job seekers consider an employer's brand before they even submit their application, every department can contribute. And with today’s APS tools, informational resources and structured hiring systems, it doesn’t require anyone to add more to their already lengthy to-do lists.

Data doesn’t lie

The candidate experience has profound effects on your company’s employer brand, offer acceptance rates, referrals and more. Tracking and using the data that results from great hiring is a powerful way to influence the health and growth of your business. And it’s a safe bet that every department in your company is highly invested in that outcome.

How is the candidate experience measured within an organization? By collecting consistent data and actual quotes from candidates via surveys, it's possible to point to real evidence of how resistance to participation in the hiring process holds an organization back from greatness. For example, comparing data department to department, office to office or your company to the average. You can monitor trends to see if you’re improving and make candidate satisfaction a company KPI. This type of data can also be used to identify opportunities to strengthen your hiring processes across the board – look to your people team for guidance on metrics that most contribute to overall business health.

We’ve seen the power of this data first-hand by helping hundreds of organizations conduct their own candidate experience surveys, leading to overall improvement in their hiring programs. For example, after Greenhouse customer Delphic Digital learned that candidates thought their interview process could have been more challenging to better assess their skills, they created a more thorough screening process for all candidates.

Every department contributes to a company’s destiny

Using data and insights to improve the candidate experience is only one aspect of a mature hiring program, but it’s a highly important one that every department can influence. By consistently hiring the right candidates for the right roles (at an efficient pace), your company will be more agile, more innovative and more competitive than ever before.

It’s an equation every team can get behind: the business output of an investment in your people equals driving revenue up, driving costs down and managing overall risk. It’s time to be confident with each and every hire, so you can focus on what’s next for your business. That’s why every department – not just the people team – should become great at hiring.

We help businesses be great at hiring through our powerful hiring approach, complete suite of software and services and large partner ecosystem – so businesses can hire for what’s next.

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Marnie Williams

Marnie Williams

is Content Marketing Manager at Greenhouse. Marnie has been in the thought leadership content space for 10 years, previously at WeWork and Oracle. She has a master’s in marketing from the University of Denver and a bachelor’s in English from Colorado State University.