Recruitment and candidate management system
The selection specialist tracks candidates, interviews and client decisions according to a specific position. Communication history helps not to lose agreements and answer the candidate in time.
The same candidate can be on multiple systems, files or employee lists with different contacts, consents and assessments. Communication repeats, data retention risks increase, and the candidate's prior experience in the organization is not used.
How the solution works
- Obtaining a properly defined position and candidate information
- Check candidate, data use purpose and specific selection
- Evaluate the criteria needed for the job and coordinate interviews
- Get a human decision and give the candidate a response
- Agree order result, agreed remuneration and further use of data
Key challenges
- Candidate data duplicates and has no single managed history
- Matching candidates and jobs depends too much on keywords and employee memory
- Candidate communication and interview coordination split
- The use of AI in selection is not consistently managed
- The result of the selection order is not linked to the terms of the remuneration
Solution capabilities
Candidate and candidature
The person's profile is separated from his or her participation in a specific selection. Before combining possible duplicate entries, the employee checks that they belong to the same person and that the stories are allowed to be combined.
Purpose and Storage
The data source, legal basis, information and retention rule are associated with a specific use. Participation in one selection is not an unlimited permission for all future searches.
Reasonable assessment
Proof of competence is associated with the job criterion. Unknown information is distinguished from non-compliance; the AI proposal has a verifiable explanation and a real human review.
Communication and Decision
Interview time, feedback, proposal and candidate's response keep one course of candidacy. The recipient of a significant decision can examine the error and explain the conclusion.
Economy of the Selection Order
Recruitment milestones and placements are linked to contractual fees, costs and applicable guarantees. If a candidate leaves, the refund or replacement terms depend on the individual contract.
Business context
- Candidate data duplicates and has no single managed history
- The same candidate can be on multiple systems, files or employee lists with different contacts, consents and assessments. Communication repeats, data retention risks increase, and the candidate's prior experience in the organization is not used.
- Matching candidates and jobs depends too much on keywords and employee memory
- Competences, experience, location, schedule, remuneration expectations and legal conditions are not valued in a uniform model. Proper candidates are not noticed, selection takes longer, and the quality of decisions varies between professionals.
- Candidate communication and interview coordination split
- Letters, calls, messages, interview times, and reminders are managed in several means. Candidates do not receive a response on time, do not arrive at an interview, or withdraw from the process.
- The use of AI in selection is not consistently managed
- Different employees use AI CVs for assessment, search or communication without uniform data, clarity and human review rules. There is an increasing risk of discrimination, privacy, false rejection and inexplicable solutions.
- The result of the selection order is not linked to the terms of the remuneration
- Recruitment stages, placements, guarantee terms and recruitment costs remain in separate records. The agency identifies billing or replacement search obligations late and cannot clearly explain the assignment's profitability.
- Selection experience is important for the candidate and customer
- The candidate hopes to receive a response in time, and the client - a candidate's proposal based on his or her need. Linked history allows for coordination of conversations and decisions. The selection team can continue communication more consistently and evaluate the result of the order according to agreed remuneration terms.
Core features
- Candidate and candidature
- Purpose and Storage
- Reasonable assessment
- Communication and Decision
- Economy of the Selection Order
Key integrations
- Customer order system
- Relevant job criteria, customer decision and contractual terms of service.
- Communication and evaluation tools
- Responses to the nomination in question and evidence of the criterion duly obtained.
- Contract and Accounting Sources
- Conditions and actual costs of selection of remuneration, stages or guarantees.
Potential impact (%)
The ranges indicate an illustrative relative change in the metric under the stated assumptions. Results depend on the starting position and actual use of the solution. Percentages for different metrics must not be added together.
Candidate Coordination Work
12–36%Decreasing
This illustrative scenario assumes that 30-60% of manual data entry and handover work can be addressed. That share is assumed to fall by 40-60%. Company data is needed to verify both the addressable workload and the resulting change.
Measure consultant minutes for co-ordination of a comparable type of candidacy while maintaining the agreed scope of assessment.
Correcting the basis for recruitment fees
12–42%Decreasing
This illustrative scenario assumes that 30-60% of errors can be addressed through the data and rule checks described. That share is assumed to fall by 40-70%. Company data is needed to verify both the addressable share and the resulting change.
Compute account or warranty search solutions corrected for a mistransmitted selection fact or conditions.
Part of negative feedback on selection progress
4–15%Decreasing
Indicative assumption: 15-30% of negative reviews involve a late response to the candidate about the selection process. The decision could reduce this share by 25-50%. This is a scenario of potential; assumptions need to be verified by feedback collected by the company.
When a company starts collecting reviews, negative feedback about the course of selection is counted from all evaluations received on the topic. The same method of evaluation is applied before and after installation and similar customer groups are compared. Without initial data, the actual change is not determined.
Conditional calculation scenarios. The assumptions have not been validated against client measurements.
When this solution is relevant
- Several selections are made and candidate data, assessments and client responses are stored in different locations.
- It is difficult to track the course of selection, avoid duplication of candidacies and link the result to agreed terms of service.
Implementation requirements
Criteria for the assessment of positions, the legitimate use of candidate data and the order of delivery to the client are established for the course of the selection. Candidates' decisions and responses are linked to the agreed service result; additional ranking is based on proven benefits for the selection.
Further development options
- Auxiliary search of candidates only after assessing the right of use of the data, the appropriateness of the criteria, the risk of erroneous rejections and human review.