Balancing Technology and Human Touch in the Hiring Process
Technology has revolutionized job searching. Not long ago, we relied on newspaper ads and faxed resumes. Now, we have one-click applications everywhere online.
This convenience benefits both job seekers and employers but can also be distracting. Managing a flood of applications is overwhelming. It’s easy for job seekers to forget where they applied. The information overload makes navigating HR systems and building a useful database challenging.
Despite this easy-application era, insurance agencies still struggle to find and engage quality candidates, which means you shouldn’t fall into the trap of relying on technology to lead your hiring process. Here are ways I see a human touch is needed in the recruiting process.
Clearly Outline Your Process
To stand out, minimize distractions for job seekers. Your goal is a seamless process that sets you apart from competitors.
Often, job seekers feel like the process is one-sided–i.e., a lot of requests and demands by the hiring company with little or no explanation.
During the first call, outline your hiring process from A-to-Z. Ask candidates if your requirements fit their timeline and align with their other interviews.
Clearly communicate expectations for tasks like assessments, interviews, and background checks. Each request can affect a candidate’s interest in your opportunity.
Differentiating Your Company
A lasting impression is crucial. Don’t do what many companies do, which is rely solely on the job opening to differentiate them from other organizations in the eyes of the job seeker.
Candidates choose jobs for the people and culture, not just the responsibilities or salary. From the first interaction to the last, focus on building relationships.
Share info on benefits early in the process because this is hugely important to many job seekers.
Introduce them to potential coworkers through informal meetings so candidates can get a feel for what it would be like to work on that team.
Be an advisor, not just a hiring manager. This is most valuable during the resignation phase, where candidates can feel isolated after turning in their notice. They might feel pressured to stay with their current employer through emotional pleas or shocking amounts of money. Your insight, critical thinking, and ability to be a sounding board will go a long way to remind them why the best thing to do is come to work for you.
Maintaining Connections Beyond Hiring
You won’t hire everyone, but every interaction strengthens your pipeline and creates referral opportunities. Checking in is easy.
Set reminders to follow up 30 days after a candidate withdraws (either exited the process or declined an offer). Find out where they ended up, connect on LinkedIn, and update their file.
Survey new employees 60-90 days after their first day. Ask what they like about your hiring process and for suggestions of how you could improve the experience for other job seekers. It’s also an excellent time to request referrals.
Every six months, review past applicants to find those worth nurturing for future roles. I can’t tell you how many people I’ve helped place in jobs months or even years after their initial application.
Interested in Talent?
Get automatic alerts for this topic.
