Issue link: https://iconnect007.uberflip.com/i/1501483
12 PCB007 MAGAZINE I JUNE 2023 tices during the interview and selection pro- cess that can decrease these levels. Engagement Drivers During the pre-employment process, your future employees ask themselves seven key questions. Every interaction that they have with the organization (especially during the interview process) will shape their answers and their future engagement levels. • Do I believe in where you are going, and can I successfully contribute? • Am I interested in the responsibilities, team, and culture? • Can I trust what I am seeing and hearing? Will my experiences match the promise? • Do you care about me as an individual? • Can you help me accomplish my goals? • Will I have a positive experience as an employee? • Is your organization a smooth-running machine (or a bucket of headaches)? If you want to build and drive higher engage- ment levels, it's important to focus on inten- tionally creating an experience that is going to lead them to answering those questions affirma- tively and believing, "is is where I belong." Create an Effective Employment Brand Your ideal applicants want to know who you are as an employer; it's important to pres- ent a clear and accurate description of what you stand for. Your employment brand should communicate your purpose (mission), values, culture, and opportunities in a manner that resonates and helps them envision themselves as part of the organization. ere is tremendous value in presenting this information clearly and authentically across your job postings, application system, social media channels, and recruitment materials. It focuses the applicant's attention on becoming part of an organization rather than simply find- ing a job. It also enables a candidate to identify whether its purpose is aligned with theirs. Remember, this is about building a connec- tion that moves from their head to their heart. People typically long to be a part of something they believe in. is is where you set that stage. Build a Positive Candidate Experience A candidate's perception of how they are treated during the interview and selection pro- cess will influence their belief about how they will be treated as an employee. So, make sure it's a positive experience. Clear and proactive communication, an organized (and reason- ably easy) process, and professionalism go a long way. e objective is for the candidate to perceive that you value them and the potential that they bring to the table. is is an opportunity (perhaps the best opportunity) to capture their attention by communicating a compelling vision of the future and their role in it. ey need to per- ceive that they have the potential to become part of something bigger than themselves. Conduct the Interview e interview is the best opportunity to truly connect with the applicant, open lines of communication, and build a trust-based rela- tionship. It also places your values and culture on display. Here are a few recommendations for this stage that reach beyond the interview questions: • Make sure they know what to expect— meeting participants, directions, what to do when they arrive, etc.