It’s not uncommon to hear about the importance of candidate experience. If you want to see the potential hires of your organization increase in number, quality and enthusiasm, creating a welcoming environment for applicants is your first step. Everything from social media pages and the career site to the interview is being assessed by your candidates and all of it matters:
83% of professionals say a negative interview experience can change their mind about a role
42% of candidates said they would never seek employment with the company that provided a poor candidate experience
72% of candidates have shared their negative experience online or with someone directly
The last statistic should pique your interest. People talk and today there are more ways than ever to spread opinions. In 2016, Glassdoor reported 61% of users research company reviews and ratings before making a decision to apply. That doesn’t include word of mouth through organic professional networks, something contingent workers are known to have and support.
HR has one more responsibility to add to its plate.
Read Piecing Together a Fragmented Workforce to better manage temporary workers.
Contingent Workers Have Connections
The contingent labor market is diverse considering it includes temp workers, part-time employees and freelance professionals. In all cases, the workers who send you resumes or are seated in interviews have the ability to influence at least one other person in their professional network.
In the case of most job seekers, and especially contingent workers with specialized skill sets, networking and building relationships with other talented people can mean the difference in hearty income or none.
If one talented individual is dissatisfied with the experience they receive as a candidate or employee, they will probably share the negative feedback with someone else who is just as talented and possibly in a similar skillset and hurt future recruiting and hiring opportunities.
Managing or planning to manage a contingent workforce?
What Matters Most
At the end of the day, contingent workers have goals pretty similar to your permanent employees: they want to better their professional outlook and support themselves and their family. The techniques you use to engage and retain your permanent workforce are the very same things that will excite your contingent candidates and employees. Incorporate some of the following techniques with your contingent workforce and the experience of all employees could improve:
Offer onboarding and orientation. Whether they’re remote or not, it’s important to spend the first few shifts integrating the new employee into your organization and its processes. Bring them into your offices or schedule a facilitated video where they can receive a virtual tour. Seeing faces and the visual space can do wonders for inclusion and cultural introductions. Speaking of culture…
Introduce your unique company culture. They may never step foot in your facility and they might conduct most business by telephone or email, but as an employee, they are a part of your culture. A contingent worker’s productivity will rely on the relationships they have with their coworker and direct manager as well as the connection they have to your organization. That means you need to make both as strong as possible, as soon as possible. Find ways to celebrate milestones like birthdays, goal completion and holidays.
Make a training and skill development program. If you haven’t heard, 66% of people value learning over monetary compensation. No matter where they are in their career, an employee is interested in developing skills and improving their career prospects. A contingent worker is far more likely to devote more of their time and energy to the organization who understands their career goals and offers opportunities to reach them. Most temporary workers will only take a job if they see a potential benefit to their resume or skillset.
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Taking the time to create a welcoming environment for your contingent labor force will pay off in the long run. Current workers, contingent and permanent, will be more productive. New hire time to proficiency will decrease and the reputation you have among professional networks will be more positive, deepening the pool of interested talent.