<p>​This blog is part two of a series called “<strong>An In-Depth Look At Atlanta’s Best Places To Work: Everything You Need To Know About Culture and Employment Brand</strong>​.” You can&nbsp;<a href="https://www.ehire.com/blog/2019/10/an-in-depth-look-at-atlantas-best-places-to-work-everything-you-need-to-know-about-culture-and-employment-brand?source=google.com" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 124, 65); background-color: transparent;">view part one here</a>.</p><p>Part one of the series covered employment brand and why it is important. Part two will cover how to measure your results and why leadership involvement matters.</p><p>You can view the entire video session below:</p><iframe class="ql-video" frameborder="0" allowfullscreen="true" src="https://www.youtube.com/embed/H81CVnybyto" height="400" width="600"></iframe><p><br></p><h1><strong>​Candidate Experience Survey</strong></h1><p>Every company represented on the panel used a survey to measure candidate experience. The tools they used were different, but the intent was all the same. They wanted to measure how well they were doing with the hiring process. An important point is these companies measured both the hiring process and the initial onboarding phase when a new team member is hired.</p><h3>Measuring the hiring process</h3><blockquote>“We do a candidate experience survey. If you only got to the phone interview stage, we don't survey you. But as soon as you've been invited in, you get a survey, and most people participate and fill them out. So we've got a ton of data. And we use Culture Amp to do it.” - Amy Zimmerman, Kabbage</blockquote><blockquote>“We actually use Emplify. And one thing I absolutely positively love about the tool is we have a consultant that not only breaks the data out with the executive leadership team at the company level but down to the department level about those results.” - Christine Kaszubski, SalesLoft</blockquote><blockquote>“Super excited by the fact that we have data scientists already within our HR team here in Atlanta. We are utilizing them with our analytics team, which we also built out here in our early days in the Atlanta HR team. To start working on that candidate experience survey, we use Qualtrics, but that's more because that's what we use at the (global) firm. So we're really building that out because it's important for us.” - Joe Crowley, BlackRock</blockquote><h3>Measuring Employee Engagement</h3><blockquote>“We also do onboarding surveys at 30 days and 90 days to check sentiment. Did we deliver on what you signed up for and is it going well? To really oversimplify it. And is the role as described? Because that's huge. There's a lot of time people get into a gig, and they're like, this isn't what I signed up for.” - Amy Zimmerman</blockquote><blockquote>“But we also survey at the 30, 60, 90 date point and at one year. What I think is the most important is that when employees tend to hit the 18 to 24 mark, right around the time when they start to question, is this right, is this where I want to be?.” - Christine Kaszubski</blockquote><h1><strong>Leadership Involvement In The Hiring Process</strong></h1><p>We found that all our panel companies have some level of executive engagement built into the hiring process. ​</p><blockquote>“Rob and Kathryn, our founders, are involved. When they're not traveling, they do the panel interviews with me. Ideally, all three of us are there and we have a lot of fun. It's the right experience for the candidate because they get to meet everybody, get a real sense of who we are and what we are about. And it's really important that they get to meet them.“ - Amy Zimmerman</blockquote><blockquote>“Rob Forman, one of our co-founders, meets with all leaders of people, I personally meet with all VPs and above. It doesn't matter the job, It doesn't matter the department. And we are very deliberate. The other leaders that we bring into the organization because we feel it's our obligation. We owe it to every single employee that is a Lofter. And that we want to make sure we are setting them up for success and particularly with who we bring into the organization. And so we are very purposeful in making sure that we, as leaders, set that example.” - Christine Kaszubski</blockquote><blockquote>“Locally, our leadership team, we do three coffees and two lunches. So I have coffee with three employees every week and lunches with two. Not my department, not my function. I've met them all coming in, but just because you've met them, doesn't mean you know them. And so really fostering that community and communal-ness is something that is really important to us. We like to refer to ourselves as the startup within the really well-funded organization because we are currently in a wee workspace and its very cool and high energy.” - Joe Crowley​</blockquote><p>So there you have it. Hiring the best people for your company involves evaluating your culture, building a great employment brand, engaging senior leadership and measuring results.</p><p>If you would like more in-depth insights, be sure to download our guide “Why Your Top Candidates Are Not Calling You Back.”</p><p>​</p>

An In-Depth Look At Atlanta’s Best Places To Work: Everything You Need To Know About Culture and Employment Brand - Part 2