How Talent Acquisition shapes lives, not just careers
In the world of Talent Acquisition, it’s easy to get caught up in metrics like time-to-fill, sourcing strategies, and headcount targets. But at the heart of every recruitment process is a human being, someone making a decision that could change their life. That’s why the candidate experience isn’t a “nice to have.” It’s a business-critical part of Talent Acquisition, and one that can make or break your ability to attract top talent.
As HR and recruitment professionals, we’re in the business of people and yet too often, the candidate experience is treated as a secondary priority behind speed, volume, and process efficiency. But here’s the truth: the way we treat candidates has a direct and lasting impact on employer brand, talent pipelines, and the overall reputation of our function. Candidate experience isn’t just a reflection of our processes, it’s a reflection of our culture.
If we want to attract and retain top talent, create advocates for our organisation, and deliver genuine value to the business, it’s time to put candidate experience front and centre.
Why candidate experience matters
- First impressions last
The recruitment process is often a candidate’s first real interaction with your brand. From how the job ad is written, to how interviews are conducted, to the communication between stages, everything sends a message. A thoughtful, respectful experience builds trust and interest. A clunky, unresponsive one drives people away and not just from the job, but from your brand entirely.
- Talent talks and people listen
Thanks to platforms like Glassdoor, LinkedIn, and SEEK reviews, candidate experiences are no longer private. Job seekers share their stories both good and bad which shape your employer brand in powerful ways. A consistently poor experience can erode your talent pool. A great experience turns even unsuccessful candidates into advocates.
In a tight market, experience is a differentiator. Candidates who feel respected, informed, and engaged are more likely to accept offers even when competing opportunities exist. Conversely, a slow or impersonal process sends top talent elsewhere. We’re not just competing on salary and benefits; we’re competing on how we make people feel.
- The emotional journey
Job searching is personal. It involves hope, uncertainty, and sometimes rejection. A transparent, empathetic process acknowledges the emotional investment candidates make. It shows respect for their time, aspirations, and individuality. That human touch builds goodwill which is remembered long after the process ends.
- Candidate = Customer = Future Employee or Brand Advocate or Referrer
In many industries, candidates are also customers or influencers. Treating them poorly can damage broader brand perception and loyalty. Treating them well builds affinity. And even if they don’t get the job, they might apply again, refer others, or become brand champions.
Not everyone we engage will be hired but every candidate forms an opinion. Some may apply again. Some may even refer others in their network. Some may be future customers or partners. The ripple effect is real. A positive experience builds relationships. A poor one breaks them.
- Competitive advantage in a tight market
When talent is scarce, the candidate experience becomes a differentiator. A seamless, engaging process can sway top talent who are weighing multiple offers. It signals a company that values people and that culture starts before day one.
- Measure it
We can (and should) treat candidate experience like any other business metric. Tools like candidate NPS, feedback surveys, and rejection follow-ups provide actionable data. When we measure and improve experience consistently, we strengthen our function’s reputation and influence.
What makes a great candidate experience?
- Clear communication: Set expectations about timelines and processes. Keep candidates informed at every stage, even when there’s no update.
- Timeliness: Delays kill momentum. Fast, efficient processes show respect and organisational agility.
- Personalisation: Treat candidates as individuals, not numbers. Tailor communications and give relevant feedback where possible.
- Transparency: Be honest about the role, culture, and challenges. Authenticity builds trust.
- Closure: Don’t leave candidates in limbo. Give closure whether it’s a job offer or a kind, respectful rejection.
The role of TA in owning the experience
Talent Acquisition professionals are the bridge between a company and its future workforce. We set the tone, manage expectations, and shape the journey. When done well, TA doesn’t just fill roles, it creates advocates, strengthens the brand, and leaves a lasting impression on the people it touches.
We’re ambassadors of the organisation, shaping perception, building trust, and influencing long-term talent outcomes. When candidate experience is done well, it builds advocacy, increases offer acceptance rates, and contributes to better retention. When done poorly, it damages brand equity and makes our jobs harder.
If we want to be seen as strategic partners (and not just order-takers) then candidate experience is one of the most powerful levers we have.
What impact has it had for Unitywater?
Huge impact from a TA strategy perspective. Very early on when the Circle Back Initiative was started, we were early adopters and advocates, being one of the first 10 employers in the country to sign up. We were an evolving TA function and as previously stated Candidate = Customer rings true as most of our team members are also customers. We needed to live our values in the recruitment process.
Subsequently we also started surveying candidates, setting up our own survey questions through Survey Monkey and using the functionality in our ATS to gather feedback from different stages. The flow-on effect from this has been we were able to identify pain points and gather data on our process. Some of them we knew and we were working towards, some we didn’t know and had to change.
This has also helped support business cases for change in process, vendors, tech and various parts of TA strategy.
Also the team has won awards, been consistently recognised and I have been offered opportunities to speak at various forums, podcasts and the like on the back of some of this recognition.
We haven’t quite caught Nick and his team from Jumbo who do an amazing job. But we’re coming….
Aside from this looking at my own experiences applying for jobs and how dehumanising it can feel, it’s just the right thing to do.
Putting people at the centre
A candidate may only spend a few weeks in your recruitment process but how they’re treated in that time matters. It affects their decision to join, their engagement once they do, and how they speak about your brand in the world. Great candidate experience is more than a process; it’s a reflection of your culture.
In the end, Talent Acquisition is about more than hiring. It’s about relationships, trust, and humanity. And when candidates are treated with care, transparency, and respect, everyone wins – the candidate, the recruiter, and the business.
