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Account Delivery Manager
Shanice Abela
HR Officer
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Office Admin
It is very important to place the right talent in a the place. Reed have been providing the right talent through their Korean to improve the efficiency of work and performance.
Lance has been very professional and proactive in his support for HPE. He instils confidence in his abilities and ensures that work is completed in the most prompt and effective manner. Keep up the good work. Thanks!
Reed have always been a very professional company to work with. Very patient and do their best to understand a client's needs.
Before my job interview, Reed offered me to have a pre-meeting time with their consultants. I was able to practice for my interviews and Reed consultants helped me to prevent any mistakes. This time lead me to succeed during my interviews and now I am well adapting to a new company culture and environment.
Reed's active and transparent communication throughout the whole process, from job position proposal through the interviews to start with the company, is very close to what many job seekers expect from recruitment consulting companies. I received plenty of information about the company and I was asked precise questions about my current career during the pre-meeting with Reed. It did help me to get a good results from the interviews.
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Enhancing the candidate hiring experience for success
The candidate experience can make or break your ability to attract top talent. It encompasses every touchpoint a candidate has with your company, from the initial application process, right through to the onboarding phase and beyond.
In an age where shared experiences are commonplace, it’s much more likely candidates will not apply for a position at a company if they’ve had a bad experience with them, and some will actively advise their peers to not apply either. Focusing on creating a positive candidate experience will not only create a positive image for your company but will also enhance your employer brand – setting the stage for a productive and satisfied workforce.
We delve into the key stages of the candidate experience and what you can do at those stages to ensure the journey is seamless.
The application process
The application process is often the first interaction a candidate has with your company, so it needs to set the tone for what candidates can expect if they progress through the hiring process.
For the best experience you should make sure your application process is:
Simple: an overly complex application process can deter qualified candidates – with 60% of job seekers abandoning a job application due to its length and complexity. Simplify your application form to include only the most essential information needed at this stage. Avoid lengthy forms and repetitive questions.
Clear: job descriptions should be detailed and clear, outlining the necessary qualifications, responsibilities, and expectations. This transparency helps candidates self-assess their suitability for the role, saving time for both parties.
Accessible: ensure your application portal is mobile-friendly and accessible to individuals with disabilities and impairments. A user-friendly interface reflects well on your company's inclusivity and attention to detail.
Responsive: automated acknowledgments for received applications and realistic timelines for the hiring process can significantly enhance the candidate experience. Candidates appreciate knowing where they stand and what to expect next.
A streamlined, transparent application process shows respect for the candidate’s time and signals that your company values efficiency and clarity, making it more likely for high-calibre candidates to apply.
The interview process
The interview process is a critical phase where candidates form deeper impressions of your company culture and values. This will likely be the first time your hiring managers or senior members of staff interact with candidates, so impressions from this point help reinforce the right messaging for your business.
To create a positive experience for all those who have accepted an interview, consider the following:
Be prepared
Ensure your interviewers are well-prepared and familiar with the candidate’s CV, application, and the specifics of the role.
Show respect
Be punctual for interviews, whether they are conducted in person, over the phone, or via virtual call. A candidate’s time needs to be valued – just as much as your time is to them.
Promote transparency
Before the interview, clearly explain the structure of the process, including the number of rounds, the types of interviews, and who is conducting the interview. Transparency will help candidates feel more comfortable and prepared.
Encourage engagement
Interviews should be conversational and two-sided. Encourage candidates to ask questions about the role, team, and company culture. This engagement provides them with necessary information and shows you value their input and what they deem essential knowledge.
Give feedback
Provide timely and constructive feedback after each interview stage. If a candidate is not moving forward, clear and specific feedback can help them in their future job searches and leaves them with a positive impression of your company.
Onboarding
Onboarding is the bridge between hiring and the early stages of employment, with 69% of employees more likely to stay with a company for three years if they experienced a positive onboarding process.
An effective onboarding process can significantly impact a new hire’s experience and productivity – helping them to settle into their new surroundings more quickly and effectively.
What do you need to consider?
The overall onboarding process: have a detailed onboarding plan ready before the new hire’s start date. This plan should include necessary paperwork, a schedule of training sessions, and introductions to key team members.
The initial welcome: make new employees feel welcome with a warm introduction to the team. This could include a welcome package, a personalised welcome note, and a team lunch – which can all go a long way in making new hires feel appreciated from the start.
Training and resources: provide comprehensive training to help new hires understand their role, the tools they will be using, and the company’s processes. Tailor the training to the specific needs of the role and the individual.
Support: assign a mentor or buddy to help them navigate the company culture and land on their feet. New jobs can be overwhelming at first, so an effective support system can help new hires acclimatise faster and feel more connected to the team.
You want those new hires to feel valued and supported from the start, helping to lead to higher job satisfaction, quicker productivity, and better retention rates.
The opening months of employment
The first few months are crucial for a new employee’s long-term success and integration into the company.
Consistent support and recognition during the initial months can significantly enhance job satisfaction and performance. There are still things you can do at this point to ensure employee satisfaction levels remain high.
Try to schedule regular check-ins to discuss progress, address concerns, and provide feedback. These check-ins help identify any issues and show you are invested in employees’ success, while goal setting will give new hires a sense of direction and purpose.
Ongoing encouragement in those early parts of an employee’s tenure is crucial for creating a sense of value and boosting morale – be it in meetings, 1-2-1s or via internal channels to the wider workforce. Acknowledging contributions – no matter how big or small – will help to reinforce positive behaviour and motivate new hires.
Spare a thought for those unsuccessful candidates
The entire aim of the candidate experience is to allow your reputation as an employer to stand out – this is especially true when liaising with those candidates who weren’t offered the job. Their experience in the overall selection process will determine whether they apply for another job at your company.
A positive candidate experience should extend to those who do not get the job. Handling rejections with care is essential for maintaining a positive employer brand and leaving a lasting good impression.
It is important to inform candidates of your decision as soon as possible as delayed communication can leave candidates feeling anxious. If possible, it is also worth providing candidates with personalised feedback that can help them in their job search. Generic or vague responses can be frustrating; specific feedback shows that you took the time to consider their application thoughtfully.
Also remember to thank people for their time and interest in your company, and if appropriate, encourage them to apply for future opportunities – which will help maintain a pool of potential talent.
Remember that every stage of the hiring process, from application to onboarding and beyond, presents an opportunity to showcase your company’s values and culture. A positive candidate experience leads to a more engaged and productive workforce, ultimately driving your business forward.
If you want to provide the best candidate experience for a vacancy you have at your company, get in touch with our experienced recruiters who can help today.
How to fight economic inactivity
It was recently my turn to pick up the pen and contribute to City AM’s ‘The Note Book’.
I chose to write about the issue of economic inactivity and to focus on ways to encourage younger people into the workforce and ways to incentivise older workers to work for longer.
My thinking is that this will encourage the highly paid and highly skilled to work up until retirement age rather than choosing, as many do, to retire early.
And my estimation is that this would result in more, not less, tax being collected and collected sooner because these individuals are frequently higher rate taxpayers who will typically find ways to avoid inheritance tax in the extra spare time they have after they’ve taken early retirement.
Instead, these highly capable higher rate tax payers will be incentivised to continue to contribute to the growth of their organisations and the wider economy and consequently to the exchequer as well.
One for the Office of Budget Responsibility (OBR) to grapple with perhaps… but I’ve no idea how you’d model such an idea. Sometimes it’s just better to give things a go!
And if you do get a chance to see the play ‘A View from The Bridge’, you should go. It’s a precious thing - a brilliant play, brilliantly acted!
Sales CV template: for Sales Executives and other sales professionals
[Full Name]
[Home address]
[Contact Number] • [Email Address]
Personal Statement
Use this section of your CV to highlight the skills that would be transferable in a sales environment e.g. questioning and listening, tenacity, resilience and the ability to think on your feet. It’s also a good idea to include a link to your LinkedIn profile.
Sales professionals are target driven and financially motivated, so don't forget to highlight and "sell" yourself.
Try to avoid statements such as "I work well as part of a team and on my own initiative" or "I can communicate at all levels" - the majority of CVs contain these statements. CVs that show creativity stand out in sales.
Education
A relevant degree, for example Business Studies will give you a great start, but many degrees have a sales element, e.g. Psychology - understanding people, Engineering - problem solving, Law - negotiation skills etc.
It is important to present your education in a way that identifies you as a sales person.
In some sales positions experience trumps education, so if you don’t have a glittering academic record, make sure you elaborate on your experience.
[College/School Name]
[Date M/Y– Date M/Y]
A-levels:
[Subject] – [Grade]
[Subject] – [Grade]
[Subject] – [Grade]
GCSEs:
[Number] GCSEs, grades [range], including Maths and English
Work Experience
This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with the most recent at the top. Highlight your key achievements, and aim to use bullet points rather than lengthy descriptions.
[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]
Achievements and responsibilities:
Brief role overview
Worked alongside [team] to produce [project]
Implemented [change] which resulted in [benefit]
Received an [award name] for [reason]
Hobbies and Interests
This section is not essential, but can be a good opportunity to reinforce your application, and show a future employer what motivates you outside of work.
Don’t just say that you ‘like to socialise’ be specific, and don’t be afraid to share your successes. If you can put a sales slant on this part of your CV too, even better.
I’ve completed a marathon for [charity]
I negotiated my away across [country] on a budget, working as I went
References
References are available upon request.