Your organization's job ads and online apply process have a dramatic impact on the health of your candidate pipeline. When was the last time you examined your apply process from a marketing-centric lense?

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The average new employee costs ~$4,000 and 42 days to hire. If you’re a recruiter who makes, say, 100 new hires each year, that’s a lot of time, effort, and more importantly, money spent attracting candidates to your organization. Lowering these costs can be challenging while keeping up with the same hiring volume.

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In my last post, we examined the United States employment landscape in relation to candidate screening processes. The moral of the story: endless candidate screening processes cost a boatload of money, and singlehandedly lower an organization's chance to capture top talent.

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In a well-intended, yet cumbersome effort to screen out applicants who are completely unqualified, companies often dive into an overzealous process, driven by vendors of screening tools that urge unfortunate uses of features that are clearly not meant to be used in the first interaction between your company and new applicants.

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Remember the good ole days when all you had to do was post a job in a newspaper? You paid by the word, got local candidates, and then hired one. The world of advertising was much simpler then. All employees worked in a single office, so location was the primary driver of determining your talent pool.  

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You’ve had that job opening for awhile now, and your boss is breathing down your neck to get it filled. You’re certain that you’ve dotted every ‘i’ and crossed the ‘t’s,’ so where are all the applicants?

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Once you have created outcome based job descriptions, as described in Part I, that focus on selling the candidate the job, the next step is to get that job description in front of the right people. 

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