A Market Shift: Why Candidate Experience Matters More Than Ever
A big part of the discussion centred on how the hiring market is shifting. As hiring slows, the balance of power is subtly changing. Candidates are more cautious, more selective, and engaging with more employers before making decisions.
That means every interaction counts more than it did in a faster, more reactive market. Candidate experience is no longer something to get right enough of the time; it’s becoming a genuine competitive advantage.
The Persistent Challenge: Feedback
One theme that came through strongly across the group was that, despite all the progress many teams have made, feedback remains the most challenging part of the process.
Whether it’s post-interview feedback or even simply acknowledging applications, delays and gaps are still common. What’s interesting is that the issue isn’t always intent; it’s often structural. Hiring managers are busy, feedback isn’t always prioritised, and in some cases people lack confidence in how to deliver useful, constructive input.
Several organisations shared that they’re now using candidate feedback data more intentionally to highlight these gaps internally and drive change, alongside exploring automation and clearer service expectations.
Striking the Balance: Technology and Human Connection
Alongside this, there was a really balanced conversation about technology. Most teams are investing in automation, whether that’s screening, workflows, or nurture campaigns, and it’s clear that these tools are essential for managing volume.
But there was also a clear reminder that efficiency alone doesn’t create a strong experience. Candidates still respond best to human interaction, authenticity, and honesty. The most effective approaches seem to be those that combine smart automation with genuinely human engagement.
The Shift to Employee Voice Over Employer Messaging
The conversation then shifted into employee advocacy, and this is where the tone moved from challenge to opportunity.
One of the most important insights shared was that people don’t start with brand messages when choosing where to work; they start with people. In a world where most organisations communicate very similar messages about purpose, culture and opportunity, it’s the authenticity of employee voices that makes the difference.
At Arup, this has been approached as a long-term cultural shift rather than a campaign. The focus has been on creating the right conditions for employees to share their own experiences, building confidence, setting clear guardrails, and giving people the tools and permission to show up as themselves rather than as a polished version of the brand.
What’s Holding People Back (and How to Unlock It)
What was particularly valuable in this part of the discussion was the honesty about barriers.
It’s not that employees don’t want to share; it’s that there are multiple frictions in the way. People often don’t know what to post, worry about how they will be perceived, or simply feel they don’t have time. There’s also a cultural element, particularly in the UK, where self-promotion can feel uncomfortable.
Overcoming this isn’t about forcing participation, but about creating an environment where it feels safe, useful and worthwhile. That includes giving prompts, showing examples, involving leadership, and clearly articulating the benefits for individuals, not just the organisation.
Why Advocacy Benefits Everyone
A powerful perspective came from Santina at Arup, who shared her own experience of building a presence on LinkedIn. Her journey reinforced that visibility creates opportunities, not just for the organisation, but for individuals themselves.
From internal recognition to external opportunities, her story highlighted that advocacy is not just an employer branding tactic; it’s a career development tool.
The Ongoing Challenge of Measurement
Measurement, however, remains one of the more difficult areas. While engagement metrics like impressions and clicks are easy to track, drawing a clear line between a piece of content and a hire is still complex.
Many teams are relying on a mix of data points, anecdotal feedback, and patterns over time, rather than direct attribution. There was broad agreement that while tools are emerging to help with this, it’s still an evolving space.
Channels and Content: What’s Actually Working
The session wrapped with a discussion on channels and content. LinkedIn continues to be the primary platform for most, with some organisations expanding into Instagram and YouTube depending on audience and resources.
What stood out most wasn’t the platform choice, but the type of content that performs best. Across the board, more informal, unscripted and human content consistently outperforms highly polished corporate messaging.
Candidates are looking for signals of authenticity, what it actually feels like to work somewhere, rather than carefully crafted narratives.
Final Reflection
Stepping back from all of this, there was a clear shift in how employer branding is being approached. It’s moving away from perfection and control, and towards credibility, participation and real voices.
The organisations that seem to be making the most progress are those that are comfortable loosening control slightly and enabling their people to tell their stories in their own way.
It was a really valuable session, and hopefully one that gave reassurance as much as inspiration. Many of the challenges being faced are shared across organisations – but so are the opportunities.