Phase 1: Awareness – Attracting attention
The candidate journey begins with the awareness phase.
At this stage, potential candidates often don’t know much about the company yet.
They encounter it through advertisements, social media posts, employer reviews, or the career page.
The goal of this phase is to generate interest and position the company as an attractive employer.
Surveys can help in this phase to understand how and where candidates become aware of the company.
A short survey on the career page, for example with the question “How did you hear about us?”, can provide information about which channels (e.g., LinkedIn, Indeed, personal recommendation) actually generate reach.
This information helps to use marketing budgets in a more targeted manner and to manage employer branding measures based on data.
Phase 2: Consideration – Considering whether it is worth applying
In the consideration phase, potential applicants seriously consider whether they want to apply.
They study job advertisements, research the company website, or read reviews on platforms such as Kununu or Glassdoor.
This phase determines whether someone perceives the company as a suitable employer.
Surveys at the right touchpoints—for example, at the end of a job advertisement—can help to improve the information provided. Questions such as “Was this job advertisement helpful?” or “What did you find lacking?” provide insight into whether candidates’ expectations are being met.
If, for example, a frequent response is that information on benefits or corporate culture is lacking, this can be addressed and improved immediately.
A transparent, informative presence increases the conversion rate from interested parties to actual applicants.
Phase 3: Application – The step towards applying
Once the decision to apply has been made, the application phase begins.
This covers the application process itself – from filling out the online form and submitting documents to confirming receipt of the application.
In this phase, an uncomplicated, transparent, and fair process is particularly important.
Many companies use so-called “post-application surveys” – short questionnaires that are sent out immediately after the application has been submitted.
Questions such as “How would you rate the application process on a scale of 1 to 10?” or “Did you encounter any difficulties when uploading your documents?” help to identify technical barriers or unnecessary complexity in the process at an early stage.
If it turns out that the process takes too long or is confusing, it can be adjusted—for example, by reducing the number of mandatory fields or structuring the application form more clearly.
Phase 4: Selection – The selection process
The application is followed by the selection phase.
In this phase, interviews are conducted, assessments are carried out, and contact with recruiters and specialist departments is intensified.
This is a very sensitive phase: it is not only a decision about whether the applicant is suitable, but also about how professional and respectful the company appears.
Targeted surveys after interviews, e.g., with questions such as “How comfortable did you feel during the interview?” or “Was the interview well structured?”, make it possible to analyze and continuously improve the candidate experience in the selection process.
If, for example, long waiting times or a lack of feedback are often criticized, the company can respond to this—for example, by setting binding time frames for feedback.
Training interviewers to conduct interviews in a consistent and appreciative manner is another result of such surveys.
Phase 5: Hiring – Decision and contract process
In the hiring phase, the decision for or against an applicant is made.
In both situations – acceptance or rejection – how this step is communicated is crucial.
Here, too, a short feedback form can provide important information.
New employees can be asked, for example, “How satisfied were you with the process leading up to the signing of the contract?” or “Were there any ambiguities in the process?”
Rejected candidates could be asked anonymously, “How did you feel about our rejection?” or “Would you apply to us again?”
The answers provide valuable insights into potential improvements in communication, appreciation, and clarity of decisions.
A respectful and transparent approach during this phase contributes significantly to the employer’s image, even in the event of a rejection.
Phase 6: Onboarding – Starting at the company
The final part of the candidate journey is onboarding.
This is where it is decided whether new employees are well integrated into the company and whether they feel welcome and prepared.
This phase begins on the first day of work and can last several weeks or months.
Surveys are particularly helpful here, as many companies have not collected enough systematic feedback during this phase in the past.
Surveys are typically conducted after 30, 60, or 90 days.
Typical questions include: “Do you feel sufficiently supported?” or “How would you rate the quality of the onboarding process?”
This allows integration problems, missing information, or organizational hurdles to be identified and resolved at an early stage before frustration arises.
Well-structured onboarding feedback can also provide input for new induction programs and reduce turnover during the probationary period.
Conclusion
The candidate journey is more than just a sequence of application steps—it is an overall experience that shapes the relationship between companies and potential employees.
Those who design it in a targeted manner can clearly stand out from the competition for talent.
Surveys are an effective means of obtaining direct, first-hand feedback and continuously improving all phases.
Companies that have the courage to see their processes through the eyes of candidates not only create a better experience, but also build lasting relationships with future employees.
