BRIDGING RECRUITING & ONBOARDING

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In this video, BambooHR Co-Founder and CEO Ben Peterson addresses the gap that can exist between the candidate experience and the employee experience, and what recruiters can do to retain top talent after they hire them.

Watch this on-demand webinar now to learn:

  • How to bridge gaps between HR and Talent Acquisition to achieve more strategic and advanced recruiting and retention
  • Tips for maintaining and boosting motivation of new hires across multiple touch-points
  • How to increase candidate and employee referrals through a better employment brand experience
  • Ways to optimize onboarding through organized, relevant, well-timed content

Webinar Transcript:

Scot: Joining us now is Ben Peterson, CEO, BambooHR.

Ben: Welcome, everyone. Thank you so much for joining us today for our webinar, Bridging Recruiting and Onboarding. We’re super excited to team up today with the HireVue and the Talent Insights event today. The HireVue team has just been awesome to work with. They’re great. We really appreciate all the hard work it takes to put a webinar together like this and also it’s incredible. We have well over a thousand registrants and we’re so pleased and grateful that you feel this is as important as we do. And I just picture a thousand people trying to make their company and recruiting better and it just makes me think that we could do great things today. So I appreciate you being here. Also, I know that you’re super busy and the fact that you take the time to learn and share today with us your time just means that you care a lot about your people and your culture. So, yeah. Thank you.

Just a few quick points. We’re going to share a lot of data today and we will be going very quickly so please note that much of what we share can be found at our website at BambooHR.com. We do a ton of research and share a ton of data so come by and follow us as well and all of our social channels, Twitters come on by, LinkedIn, Facebook, Google Plus, and of course blog at BambooHR.com. Come and follow us and engage with us and be alerted of this webinar, content releases, research, white papers, infographics, and everything great that’s relevant to you.

Also for today if you have any questions, please tweet them at BambooHR with hashtag #talentinsights. Again tweet us questions at BambooHr and #talentinsights. We definitely want those comments and questions and we definitely want to engage with you. Before we get started, just let me quickly introduce myself. I’m Ben Peterson. I am the co-founder and CEO of BambooHR.com. We’re the leading online HR software for small and medium-sized businesses. Clients include industry leaders like 99 Designs, Disqus, Fab, Freshbooks, FitBit, Shopify, Square, Squarespace, etc. There’s just tons of great companies around the group. We’re really grateful to have a great client base and just phenomenal people. I’m also a columnist for Ink Magazine and a regular on LinkedIn and TNT focusing on business and HR topics. I’m also been featured in Forbes, Entrepreneur, and Time. And I give webinars like this on recruiting and HR. So the benefit of being at BambooHR is that we get a talk and work with thousands of companies all over the world and it gives us great insights that we just love to share. I love, love recognizing ways to improve processes and make things better. Also, I’m a husband and a dad so work-life balance matters a lot to me. And I definitely eat too many of the cookies that my ten-year-old daughter makes. So anyway, that’s me. And with that let’s get rolling.

First, I’d like to point out a few glaring gaps that need to be filled. The first one is between the candidate experience and the employee experience. And many of us on this webinar today will focus on either one or the other and several actually oversee both. But I think that most of us will recognize this issue immediately. And let me give you an example. What if you have a phenomenal candidate experience? So just a what if scenario. You’re either a passive or active candidate and the recruiter was just they were all over it, ready on the ball, communicating frequently and learning exactly what your needs were. You had an office tour. You got a little bit of swag. Hit with some video showing off company culture. And just had great conversations which totally sold you on the company.

You’re fired up and you go and you say, “I agree. I’m going to go work for Google 2.0.” And what if you show up on your first day of work, you’re excited to get rolling. You’re a little anxious, but you’re still excited and what if you think of yourself, “You know this is going to be just awesome. I’m stoked to get going.” Because the grass is always green on the other side, right? And you just feel like this is the place that you should be. But then what if you end up here at this lonely, empty desk with a pile of lame paperwork to go through and a computer. And other than having HR give you a packet and an employee handbook and a benefit overview to review, nobody stops by to say hello, nobody takes you to lunch, nobody engages with you at all.

Your excitement and your energy would just be sucked out of you in a blank and buyer’s remorse or something like it would immediately sink in. What happened to the red carpet at the candidate experience? What about the culture videos and the swag that scream that this company is awesome? The fact is that the candidate experience doesn’t end at the job offer. The candidates expect the same treatment in their new hire experience as they did in their candidate experience. It’s hard enough to get good people in your organization, but it’s even harder to keep and retain them. So just a couple of quick statistics just to share.

So Bersin by Deloitte, right? Research tells us that 4% of new employees leave a job after a disastrous first day, 22% of staff turnovers occur in the first 45 days of employment. So one in five are going to hop within the first month and a half. And those losses can add up. Just give an estimate that losing an employee in the first year cost at least three times that employee’s salary. That’s why 79% of business leaders surveyed said onboarding is both an urgent and important priority. So how you treat people after they become an employee is just ever more important and it really does, it really does start with that onboarding process. So the first gap is between the candidate and the employee experience. And that second gap that we’re seeing is between talent acquisition and HR. And this gap I think is more serious in my opinion than the candidate/employee experience gap because it’s a harder problem to fix.

In the HR-talent acquisition gap, the challenge often depends also on the size of the company. So for small to medium businesses, the silos might be less prevalent as often times you have one or two people wearing several hats, doing multiple tasks, performing multiple roles. You got talent acquisition, HR, talent management, etc. all doing the same thing. So with fewer functional roles, communication is frequent and there’s more transparency because it’s the same people doing it. In larger organizations, however, there are even more silos and the gap is much, much larger. So it’s really critical to bridge these gaps. The data silo stinks. The misaligned goals and the priorities totally impede the communication and transparency necessary to do it right and achieve more strategic and advanced recruiting and higher retention through just a great candidate and employee experience. To do that we’ve got to bridge, we’ve got to bridge the gap.

And this is especially critical today. It’s just more and more competitive every day which means it’s going to get more and more expensive as well. I read that there’s going to be a shortage of 38 million skilled workers by 2020, and millennials are hoping jobs every three years. That’s what they expect. And so we’ve got to be exceptional at what we do. And so the first place to start the alignment is through a really strong onboarding process. And as recruiters we can’t just throw it and forget it. And HR, we can’t just start worrying about it on day one when the employee shows up.

We got to work together throughout the process and while the recruiter promises the candidate a certain company culture, talent brand and employee experience, the talent management counterparts, we’ve got to deliver on that promise starting on the first day. Actually starting before the first day. So there’s this crucial transition point for both the candidate and the company, and I definitely try to always look at this from the eyes of the candidate. Always look at it from the eyes of the candidate and what their experience is going to be. It’s just a side note. We’ll talk about this in a minute or two, but the first impression isn’t the interview. It’s online. It’s your website, your social media, etc. And the messaging on all those channels has got to be consistent. Everyone on this phone would rather have 20 applicants that fit the role than a thousand applicants that don’t even know why they’re applying. So those websites and those other things matter.

And once hired, the company’s responsibility is to maintain and even increase the motivation and excitement of that new hire. It should get better. So building on any trust that was created, getting the new hire acclimated and producing as quickly as possible. Any break in that messaging, any inconsistency between what was said by the recruiter and what the company does will make that harder. And granted, recruiters and HR, we’re not alone in this. Managers, other employees, executives, all play a role in this welcoming onboarding process.

And the strategy, the clear message and ways to measure all need to be established and communicated to get results that we want, right? In the bottom right corner, you see those, the higher productivity, the lower churn and the higher satisfaction. Some of the questions we need to ask ourselves, what is currently broken in our process? What does successful onboarding even mean to us? Can we define it? Can we measure it? Why can’t we measure? What’s important? Those are some of the questions that we definitely need to answer. We need to give a positive candidate experience and employee experience at every touch-point.

So, again, the website obviously matters. Hopefully, we’ve got a blog, a careers page or at least an about us page. I mean these people are going to look at our LinkedIn profiles. They’re going to view the job description. Guaranteed they’re going to Glassdoor, LinkedIn reviews, Google Plus, other directories, review sites, etc. The emails that we send after we get the resume, the thank you for interviewing email. What happens when they come to the office? Who do they meet? All of these touch-points matter. Do we give them a tour or do we hide things from them? What’s their experience with us compared to our competition? So we have three basic segments as we think about this process, right? We’ve got the pre-interview, the interview, and the post interview. And we’ll break down each one a little. But first let’s share a few statistics and be patient with me because I love statistics and I share a ton of them.

We’ll tweet a bunch of them as well and ask if you want to know the source, but I’ll mention the source as well but don’t worry about writing it down because I’m going to fly. And plus this is recorded so you all will get a recording of it. So first, 75% of the companies are struggling to attract and recruit the people they need, 75%. But a little over half, 54%, this is from Monster of all candidates rate their experience as very good. So only half of them have a good experience and the other half, 46% rate their experience as poor or very poor. So that’s half. So we’re failing obviously. And the kicker about this is that when they have that poor experience, they tell their friends, right? Sixty-four percent, according to iCIMS, share the information of their candidate experience via social media and they’re sharing it online.

Some other numbers, positive employee experiences have a huge impact. Ninety-seven percent, according to Monster, would refer others to the organization they had a positive experience. So you’re looking for a lead source, right? Ninety-seven percent of the candidates would refer to that organization if they had a great experience. And 95% would re-apply if another suitable role came up. So at BambooHR, we have candidates who refer other candidates. Our employees refer friends all the time. We actually track it closely because we feel it’s a great measure of culture and employee satisfaction. But we’ve made mistakes too, right? We all have and usually those related to miscommunication and sending an imperfect message to the candidate. But we always try to get better and better and I think all of us know we can never be perfect, but we’re definitely trying to get better.

It’s also important to make the experience positive just so you can build that momentum. Anyway, we’ll dive into some of those later. But as I mentioned those three key segments. So you got the pre-interview process, the interview process, and that post-interview process. So pre-interview, first impression. Again, they know who we are before we even know they exist, right? That candidate, they’ve got a tough job. They’ve got to find the right fit for them just as much as we have to find the right fit for us. And they’ve got a mass of millions of job postings and opportunities. And if they’re passive, recruiters are pinging them on LinkedIn all the time and trying to get them to take a look. It’s tough.

So from the candidate experience, well let me tell you how most people describe their job search and this is from Jive research. A majority of job seekers describe their search as time consuming. So 80% find it time consuming, 78% find it stressful, and 71% find it discouraging, 60% find it painful. So time consuming, stressful, discouraging and painful. Some say that filling out a job applications is more difficult than applying for a mortgage, getting health insurance, or a student loan. And, again, this is from Jive. From CareerBuilder, 70% say that the experience of the application process influences their decision about whether or not to accept the position at the company. And we hear about it all the time. “Oh, wow, we’re so grateful that it was so easy to apply. Your website was so fast. It was easy. Thanks for making it easy for me because other sites are frankly just a big pain.”

According to Ascendify, there are those top three challenges in the application process. How long it takes, the lack of response from the company, and three, the impersonal experience. So as sad as the numbers seem it really does create opportunity for those of us that want to take and show the effort to fix it and take away that pain by making it fast, easy, and personal. In fact, when we built our applicant tracking system and onboarding at BambooHR, those are three of the key factors that we focused on. How do we make it fast, easy, and personal? And, again, don’t ignore your website. Seventy-eight percent of the people agree that the professionalism of the company’s career portal impacted their decision to apply and that’s iCIMS again. So you should think about your site.

Also, consider you’ve got to consider what that culture is and how you message that culture. Candidates care about your reputation and about how you treat employees. If you treat them badly, the world will know. You gotta control and define that culture. And they also care about the good that you do in the community. So those three items, employee treatment, culture, and service comes from CareerBuilder research. And Glassdoor shared a study that said almost 70% of candidates would not take a job with a company that had a bad rep even if they were unemployed. So you got a guide as unemployed and they won’t take a job with that bad reputation. So, well we could spend weeks talking about culture and reputation and how that impacts hiring, but I think we all see places we can do better here.

You gotta be able to define it and specify exactly what it is and be deliberate about it. Especially since this isn’t a one and done thing, right? We’re always needing to work on and improve culture and how we communicate that. So, pre-hire process is important. Now we’ve convinced them that we’re worth taking a look at. The interview is a place where the candidate can either strike out or hit a grand slam. We’re going to either like them or love them or can’t stand them. But we can strike out as well for them. And during the interviewing, that candidate’s first opinion of the company is still forming. We’re giving them the first taste of what it might be like to work with us as they meet people. And candidates aren’t the only ones who should spend some time preparing.

And I personally have failed in the past at being prepared, but we just need to be better prepared when they walk in the door. Almost a fourth of employees, so 22% say that companies aren’t well prepared for interviews, that’s from Career Builder. And I’ve definitely had people show up in the past interview and hadn’t even thought about it until like five minutes before I shook their hand. I’m much, much better today because it’s becoming more and more important. And please remember the impersonal complaint, right? Over 52% of candidates complained that they didn’t feel like they were being treated as an individual, so half. Just be human. The fact is we all know it. If it’s a key hire, then we’ve researched them online as well, right? We’ve stalked them. We found anything we can about them.

If that candidate posts a photo of their drunken party online, then we’re going to find it somewhere. We’re looking for culture fit just like they are and according to RoundPegg just under 90% of hiring failures are due to a lack of culture fit. I had a friend recently tell me that his first interview was three hours long. And his experience is not positive, right? Maybe he went in thinking, “I’ll be here for an hour.” Three hours later he left and I told him it was his own fault. He should have gotten up and walked out. But he’s trying to impress the company and they’re keeping him around asking a bunch of questions, which is just draining. So we gotta manage the expectations and make sure that they know how long they’re going to be there and communicate those details.

And also the follow-up, 65% of candidates say they’ve had an experience where they haven’t heard anything back from the company after an interview. So we get a candidate that’s not a fit. They come in for an interview. It’s not a fit and we’re just busy, right? But we need to set up processes and we can automate those. We just need to get back faster. In fact, we didn’t get back fast before the interview. We’ve taken too long to even invite someone in for an interview. We’ve missed key candidates by a day where they’ve taken another job and it just kills me. I get so frustrated. I just want to kick myself because I feel like we’re a better place for them and if we would just had an hour earlier, a day sooner, we’d have gotten hold of them and it would have been better.

For certain jobs, our goal is to respond as immediately as possible and others aren’t so time sensitive. But if you think about it, we’re just simply selling our company and the opportunity of the company all the time. So the better we sell, the better our candidates will fit, and definitely, definitely the way more successful that they’ll be. Let’s jump now to the post-hire. So it’s really interesting to me to look at data around the dollars that companies spend to acquire customers. It dwarfs, dwarfs the dollars that they spend on retaining the customers that they have to their detriment, right? In recruiting and HR, we need to be the same. After the thousands of dollars that we spend getting the right employee, we should be spending the time and effort and the money to keep the employee around. And we just need to continue all the time with focusing attention and dollars that will keep them.

It’s not over when they sign the offer letter. It’s really just beginning. And this is where we find a really large gap between recruiting and HR. Recruiting says, “Hey, this rec’s [SP] done. I’m done and off finding the next hire.” HR says, “Thanks.” But what is exactly the candidate expecting from what you said and how do I give it to them? If you’re wearing both the recruiting and HR hat, it’s been easier for you. But this is when the employee often feels forgotten, right? And let down or motivation to perform really, really dwindles as expectations aren’t met and communication really falters.

Just in general where employees are ignored, 40% are disengaged which cost the U.S. about 300 billion alone in productivity, in lost productivity. Also, removing this gap will have real dollar impact. Revenues go up if we get rid of this gap. I love this quote by Bruce Temkin of the Temkin Group. “Customer experience depends on employee experience.” So the experience of your new hires and the employees will be reflected by the experience that your clients are having. He goes on to say, “If you want to improve customer experience, that it might seem obvious that you should focus completely on customers. For most firms, though, that’s not the correct approach. Where should you focus? On employees. While you can make some customers happy through brute force, you cannot sustain great customer experience unless your employees are bought into what you’re doing and are aligned with the effort. If employees have low morale, then getting them to wow customers will be nearly impossible.”

So some companies are making huge organizational changes with the focus on employee experience. In fact, software company Nitro, one of the clients of BambooHR has even gotten rid of the HR department. They don’t even have an HR department. They call it the employee experience department. Now granted there’s still some HR things that they have to do but just the fact that they’re trying to refocus on the employee experience is really important and a fun thing to watch.

Anyway, bridging this gap between the interview and the post-hire periods is definitely what onboarding is all about. And it isn’t simply day one when the employee fills out some paperwork and we’re done. It is definitely a process. This onboarding process is what seals the deal and both recruiting and HR have a lot to do with this onboarding process. It lays this foundation. Firms, this is from Monster research, firms who scored highest in the candidate experience also got an 87% positive rating on the onboarding experience. So you rank high on onboarding, they score highest in the candidate experience. And onboarding makes me think of a race. So just imagine we’re all running this relay race and we’re just sprinting full speed. We’re busy, our hair is on fire, we got a million things to do, but we’re holding this baton. And we’ve got to hand that baton off to the next runner. Sometimes that baton gets dropped and that’s what happens when we hand off the candidate over to the employee experience.

And the relationship has been built between the candidate and the recruiter, right? The recruiter, we’re selling. We know the candidate, we know what she likes, what she doesn’t like, what she’s looking for. Are benefits important? Are co-workers important? Is it the exact role that’s most important? Do they have to move? What’s their current job like? What special skills do they have? The recruiter knows that. They know the challenges of the candidate and what the candidate is looking for.

They know how to make the candidate happy. And onboarding is often ignored or considered kind of a day one or one-week type of a process but it’s longer. At BambooHR, onboarding is 90 days and actually for me onboarding is forever. But 90 days is the process we have set up at BambooHR. Companies that do it well see the impact on performance levels. So let’s talk about performance and revenue as it relates to onboarding. Effective onboarding increases performance by over 10%. That’s a Success Insights research. Onboarding was related to an organization’s ability to generate two and a half times the profit growth and 1.9 times the profit margin than those companies that employed haphazard, sink or swim approach. And that’s from Boston Consulting Group. So performance. . . revenue goes up. It’s almost two and a half times the profit growth.

Companies who invest, this from Hewitt and Associates, companies who invest the most time and resources into onboarding enjoyed the highest levels of employee engagement. A guy named George Bradt, we’ll talk about him later. “You get the employee engagement you deserve,” he said, “If you don’t engage with them, they won’t engage with you. This is particularly true at important moments of truth starting with how you onboard them.” And corporate leadership council, employee’s discretionary effort increases by more than 20% when they’re onboarded effectively.

So not onboarding is like dropping that baton during the handoff of the race. Actually, it’s like throwing it up into the stands. We just can’t drop it, can’t throw it, can’t hand it off right. We need a smooth and thoughtful transition. This does matter to us as recruiters. We have to be thoughtful about this, especially if you think of this in terms of lifetime value of a client or a lifetime value of our employee. We’re having a relationship with these people for a long, long time especially the millennials. If they’re hopping every three years, you don’t think they’re going to call you back in three, five, ten years and have an ongoing relationship with them?

So investing the dollars in this really makes sense in the short term and the long term because it’s not like employees might not leave and then come back to the company as well. We don’t want to have sour grapes when someone hops. We want to keep that relationship well and great and appreciative so that they can come back if the opportunity arises. So anyway, spend the money and the time to do it right. It obviously makes sense and the data shows it. So, couple key points, right? First, keep the recruiter involved and really just continue to recruit your employees all the time. The communication of the value is critical. You’ve got to make those promises tangible and you definitely need to pay attention to the timing of information, the timing of communication. What happens, when it happens, how it happens, the timing of that is very, very important. And back to the recruiter, right? Recruiters. We have to stay involved.

In my opinion, recruiting never, never, never ends. All of our employees we’re always recruiting all of our employees to stay here. Quality of life, career development, fair compensation, they all matter all the time because I know I’m not the only one recruiting my employees. Everyone’s recruiting my employees. According to JobRight, 71% of employees will seek new employment in 2015. So seven out of ten of my people are looking for another place to go right now. I’ve got to recruit them. There’s the time when the recruiter won’t need to be involved anymore, but that’s not necessarily when the ink dries on the employee agreement. And you might not need to be involved but you should be involved, we should be involved. Just like customer success teams reach out to a customer, our recruiters should reach out to new hires. They should have specific questions, they ask specific times. Are you happy? Why or why not? Is the job what you expected? Is there anything I could have done better? Do you have any questions about anything? Monster found out that this high touch approach during onboarding is important, but only 40% of respondents had received a call from either the hiring manager during the onboarding and 60% haven’t received one from HR or the recruiter. So we’re not doing it. We’re not giving them that follow-up that’s critical. The recruiter, we can learn a lot by just listening so we need to stay involved.

It’s not too much to ask to send an email or make a phone call. It’s amazing also how little things just can slip by that create doubt and misunderstanding in the mind of the new employee and the recruiters who definitely can help with this. Continue to communicate that value always. Again, we never stop recruiting ever, ever, ever. Always be sharing the value. Almost 30% of companies don’t reinforce why they are good to work for according to Kilt [SP], a good careerbuilder, 25% of new hires regret taking their new job within a year. So one in four wish they hadn’t taken the job within one year. We’ll talk a little bit more about this later but benefits are a key area we fail, especially more and more recently to communicate clearly. Benefits matter. We’ve actually been trying, for example, just at BambooHR, we’ve been trying to hire this guy from Adobe forever. We worked with him before. We love him. We know he’ll be a fit here but when we try to convince him to leave, he says, “My benefits are too good and my wife would never let me.” And, frankly, as long as his wife doesn’t want him leaving, he’s not leaving. Those benefits just really, really matter. So we need to communicate the benefits more. Quote from that Life research. “Employees were more satisfied with their benefits are more likely to remain with the organization.”

And so recruiters, we need to know those benefits. We need to understand them well. We need to touch on the benefit issue multiple times throughout the process, not just to explain it on day one and done. It’s complicated. We need to make it simple. I feel personally like we should bring it up at least three times during onboarding to give the employee opportunities to really understand the value, right? Because it’s not like, “Hey, here’s your 401K, here’s your health insurance, vision, dental, etc.” It’s really letting them understand why that’s valuable to them because sometimes they don’t think about it. They don’t recognize it. It’s like that total comp statement, right? “Hey, here are all the things that we really, really do for you,” and it’s valuable and they can appreciate that. Of course, it’s not the only thing. Benefits aren’t the only thing. There’s the work-life balance, the quality of work, sharing the company wins. All that good needs to be shared all the time. Make promises tangible. Please make them real. Recruiters we make a lot of promises, right? And just because we got to get that rec off our desk, move to the next one, so we say things. We sell, we’re sales reps. but like all selling, if it’s BS, it will bite you hard in the end. Sixty-one percent of employees say new job realities differ from expectations set during the interview process. There’s a great blog post by Tim Sackett called Top Lies Recruiters Tell. Go read it. It’s a great one. I don’t have time to go through some of the comments but read some of the comments talks about promises that employees are made.

They go, they’re a lie. HR says we never said. They quit, they leave, they’re gone. It hurts culture, turnover is high, it’s more expensive. So do it right the first time. And again the quotes on the slides show that benefits are an area we could all improve. This is a tough one because it’s hard enough for all of us to understand, let alone sharing with our employees. ADP found that 40% of employees don’t understand their benefit options. So anyway, all the promises that we made they need to happen. Those benefits were a key factor in choosing a job and recruiting HR we can do better at packaging everything and sharing the value across the board. Pay attention to that timing, right? So George Bradt, I mentioned him before. I call him the godfather of onboarding. Go look him up, George B_R_A_D-T. He’s studied and written a ton about onboarding. He breaks it basically into three pieces. Accommodate, assimilate and accelerate. So accommodate, assimilate and accelerate. And he says that, “We should always strive to help new employees absorb a lot of information at their own speed.”

And I look at onboarding as somewhat like a sales. I look at the whole process like sales call. There’s these key touch points through this process where specific pieces of information are shared, experiences are given at the right time. The first day, the first week it could be overwhelming. Employees drown and everything new. Co-workers relationships, roles, expectations, what’s measured, what’s not, getting setup to start work, how can I add value, just even where I’m supposed to park. So it’s just simply impossible to consume everything at once.

Again this is one of the reason I feel that onboarding… At BambooHR, onboarding is a 90 day experience. We actually did an onboarding study and found that the number one thing that employees said company should change to be more helpful to employees is they said, “I need organized, relevant, well-timed content.” Simple as that. I need organized, relevant, well-timed content. And recruiters you have so much insight here. We know best how the recruiting process works, what candidates need to hear and when. We can share that with HR. And HR it will help do their job better. Think of them as a teammate who can definitely support you and we need to get them the content information to help. The right information at the right time given the right way. And technology can help in huge, huge ways, email alerts, reminders, a place for the employees to go learn and ask questions. The tech is there to solve a lot of these problems. It doesn’t have to be tedious. It can be automated.

And before we start wrapping up, let me just jump to this slide on onboarding. Again we’ve done a lot of research around healthcare. We’ve done some huge studies. Please, please, we’re failing at communicating this to employees. If you can do this really, really well to both candidates and employees, it’s a win. Cost are going up, employees know it. They feel they’re getting pay cuts. They’re not really. It’s not the company’s fault all the time. We need to educate them and help them understand. ACH [SP] is changing all the time.

All of us need to just spend some more effort around healthcare and actually make that become a strength rather than a weakness. If there’s any way that we’re going to let down employees, it’s this way. We’re not going to do this well because this is just a big issue and getting bigger. With that, let’s talk about I like to end webinars with, “Hey, what can I do today?” So what can you do today? First of all, we need better alignment. We need to recognize that our end goal is the same. Great employees. So this gap between HR and recruiting has got to disappear and it’s caused by a lack of alignment.

Let’s get on them on the same page. What are the goals? Who are we trying to hire? Not just in candidate volume and fill rates, right? But employee engagement and retention, they’re tied. So let’s get aligned and we need to have the conversations to spend the time to do that. Secondly, find out where your gaps are. Let’s nail down where the disconnects exist. What’s the entire experience end to end every touch point of the hiring process and where you’re dropping the ball. My guess is communication is the biggest problem and giving it the right time. So focus like I call, I look at problems sometimes as big, fast, and easy, right? What’s the biggest thing we can solve for the fastest and what would be the easiest to do? So choose those first, big, fast, and easy. And then again never, never, never, never stop recruiting. It doesn’t end with the offer letter is signed, it doesn’t end when onboarding is over, it doesn’t have to end up after they’ve been there five years.

You’ve constantly got to remind your employees why your company is such a great place to work and you’ve got to share the value with them, what the value is that you provide. And I’d add to that spouses and families. They need to know as well. Let them be involved. Let them can come to see the office and share the good with them also, and recruiting never, never ends. What’s the lifetime value of that employee to a recruiter? How many times will they job hop? How long is their average stay? You need to nurture those relationships. Again, they’re going to leave for five years. They might come back. How many friends and family members will they refer to you? It’s just not to fill it and forget it deal. We got to have a long term of view. So alignment, identify those gaps, fill those gaps, And never ever stop recruiting. And if we could do that, we’ll all be better.

With that, just want to say thank you. Thank you hugely for taking the time to be here today. I hope that what we’ve shared with you has been valuable and again please connect with us. Click here for a free e-book as well, 13 Tips to Recruit and Retain Great Talent. That link should work. It take you right to a landing page where you can get that e-book. And again connect with us on LinkedIn. We create great content all the time, surveys, infographics, research. We have some great research about benefits. It would be very helpful to you in recruiting and HR. We write blogs and find data that supports your role. We want to make recruiting and HR better.

So come and engage with us, blogs, Twitter, LinkedIn, Facebook, Google, etc. We are super passionate about engaging with employees just like we’re passionate about engaging with you. So come and connect. Also, please note, our teams are going to give you a call about what you’re doing now for onboarding. We just wrote out an awesome, awesome onboarding tool. It is clean and fast and easy to use. We’re going to learn how you’re onboarding now. We’re going to help you connect your HR and your recruiting. Please be nice to us when we give you a shout. We’re experts. We talk to thousands of companies every day. Be prepared for that call. Be prepared for some hard questions. We want to help. Anyway our team works hard, they’re smart, and they talk to companies all day every day. So please be nice when we give you a shout. And with that, again, thank you so much for being here today and we wish you all the best of success in all that you do, and thank you very much.