Keeping candidates engaged in their notice period

Keeping candidates engaged in their notice period #SilentPeriod

Southern Cross Workforce News

Every recruiter will feel accomplished knowing that they have found the ideal candidate for a role and receives the candidate’s acceptance to their offer. There is a phase in the recruitment process between the acceptance and start date called the notice period. However, many things can go wrong within the lengthy notice periods. First, there’s the counter-offer. Survey has shown that 50% of candidates receive counter-offers from their current employer, and 57% of them will accept the offer. It is also essential to understand that for your candidates, your company or organisation is a piece of their broader employment search and may receive offers from other organisations.

Recruiters run a considerable risk of losing out on their prefect hire in the period between acceptance and start date, usually 4-12 weeks. Therefore within this period, you must start developing a working relationship with your candidate(s) and keep them engaged. This helps reduce the risk of losing them to a counter-offer or a different offer. Below are some simple yet effective strategies to ensure you keep candidates engaged during their notice period.

Keeping candidates engaged in their notice period

Get the offer out quickly.

Nothing kills the delight of a verbal offer than the long weeks waiting for paperwork and confirmation. Ensure the time-frame is reduced to a minimum before that delight and excitement transform into mistrust. This makes the candidate more likely to accept a different offer elsewhere.

Candidates are most frustrated by the long post-interview waits to discover whether or not they’ve nailed down the job. Now imagine their frustration after receiving an offer, and everything still moves slowly. This doesn’t boost your employer brand and may lead to candidates losing interest fast.

Regular communication

Regular communication ensures employers develop and foster better work relationships with their candidates from the go. When you engage them in regular conversations while keeping them in the loop about ongoing activities in the office, they develop a feeling of involvement and appreciation from the very start. This will promote early productivity from your new employees when they start to work fully aware of what has been working in the previous weeks.

Regular communication also ensures that you are aware of any external offers or counter offer earlier, as your candidate will feel more compelled to inform you. This provides for you the opportunity to take any preferred appropriate measures during these circumstances.

Meet the team

After you extend an offer to your candidate, consider designing an opportunity for them to meet with your current employees. This creates a platform for the candidate to network with their potential future team, build relationships and thus ensure future decision-making processes are a lot easier.

After extending an offer to your candidate, consider offering the opportunity for them to set up meetings with current employees. It creates a chance for the candidate to network and build relationships with their potential future team, making the decision-making process a lot easier.

Similarly, if your candidate has already accepted your offer, this can still be a powerful tool. It helps eliminate any new-job nerves associated with starting in a brand-new team. It offers them a greater insight into how happy they will be working in that team.

Keeping candidates engaged in their notice period

Start the onboarding process early.

According to Glassdoor research, a strong on boarding process increase new hire retention by 82%. Plan your on boarding strategy to start immediately after your offer has been verbally accepted – that is before any paperwork even goes out. Making sure that everything is set up properly is essential to keeping a candidate engaged. It ensures they have access to correct content and information to refer to before starting their role. A successful on boarding strategy should begin at the offer and end when their probation ends.

Always keep in mind that on boarding processes vary from organisation to organisation. Therefore it’s vital to find a process that aligns with your organisation and your new hire. There’s also no harm in enquiring from your candidates if there are any preferred methods of adapting and organising themselves for the role. This shows you are taking into account their opinions.

Conclusion

Remember that just because a candidate has resigned from their current position and has accepted a role with your client, it’s certainly not a done deal. Ensure you call your candidate at least once a week during their notice period. Maybe even grab a lunch, drink or a coffee with them if possible.

Keeping in touch and ideally sitting down with your candidate face-to-face between the day they hand in their resignation and the day they’re due to start working with your client could help prevent a recruitment catastrophe.