Josh Brown, Director of Talent Acquisition at Clemson said, “Our reference checking and internal review processes were extremely long. It could take months, sometimes longer, to get a candidate in place.”
Asking candidates to provide written reference letters improved the process in some ways, but some content was questionable. Signatures could have been forged, or a reference might not have read the document closely before signing. There were too many questions in the minds of the talent acquisition staff.
And a lack of standard reference forms and guidelines for storing information was a potential legal concern.
How We Helped
“We created a new hiring process with greater points of engagement for candidates and hiring managers, and decreased our lead time by 13 weeks. Now we can find the best candidates before other universities do,” said Josh.
On average, the university gets feedback from 4.66 validated references for each candidate.
Rich feedback informs managers BEFORE the interview.
Getting information about a candidate’s prior performance in a specific role helps the university truly understand if the candidate will excel at Clemson. Job-specific surveys tie a candidate’s strengths and skills directly to the function that the candidate will perform.
Clemson also receives this feedback from former managers and colleagues while the interview schedule is being built. It’s presented in data-rich, easy-to-read reports that also provide job-specific interview questions to the hiring managers for each identified competency area. This ensures consistency and accuracy in the interview process.
The institution can easily see strengths and weaknesses of all potential hires based on their interviews and reference feedback. And data is stored electronically, providing consistent and documented processes and information.
Onboarding is customized and stronger.
The information gathered during the hiring process helps the university create a tailored professional developmental plan for new hires, contributing to their success.
Also, Clemson is recruiting more aggressively, asking references to upload their own information for future employment with the university. Twenty-two percent of references have submitted their names, building an otherwise difficult to obtain list of passive candidates.
Josh added, “The references that opt into our talent pool are typically some of our stronger candidates. They are the people at the executive level or higher, and they are showing an interest in Clemson.”
“SkillSurvey Reference solved a lot of issues for our management team. We are providing hiring managers with more tools to make better decisions. We can take this data and demonstrate how we are contributing to the university.”
OVER $1M SAVED
costs were avoided in just over a year
13 WEEKS SAVED
by 13 weeks
OVER 4 REFERENCES
90% LESS TIME SPENT CHECKING REFERENCES
from 2 weeks to 1.43 days
opting-in for future consideration
through Clemson’s passive talent network
to conduct consistent and
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