This case study was based on the need to improve the case company’s summer recruitment process as an applicant experience. The research and develop aims were creating a framework for research by combining experience management to recruitment and selection in theory, analysing the current state of the applicant experience, and generating grounded development suggestions for enhancing it. Qualitative case study was used as the research method to meet the need to research experiences related to this restricted process and secondly, to develop the process accordingly.

First, what should be researched was defined by identifying the key determinants of an applicant experience’s success from both recruitment and selection and experience management. Then the current state of the recruitment experience was examined by interviewing 10 this year’s applicants by using the identified themes as a framework. Finally, development suggestions were created jointly with the case company’s human resources to overcome the identified shortages and to accommodate less steadily established positive aspects more strongly in the process. A focus group was used as the development method.

The strongest positive element identified in the research was feeling appreciated in the recruitment process. Other most effective positive aspects were perceiving the work atmosphere appealing, refreshments, the video interview, the selling task, fairness, the presence of other applicants, and having fun on the recruitment day.

Poor guidance to starting in the job emerged by far as the most negative aspect. Other negative perceptions varied depending on the department: for sales, almost all related directly to information and communications and all in all, there were also fewer of them. The restaurant’s notions chattered more and were more numerous. Encountering mistakes appeared as the second biggest category but also missing contact information, unfairness, and too specific questions in the selling task declined their experiences. Moreover, also technical problems with the video interview and unmet expectations were mentioned by both departments.

The biggest suggested change regarded the end of the recruitment process which is to be completely renewed. To correct also other specified negative aspects, for example job descriptions are suggested to be more inclusively explained, longer notices and more contact information to be provided and mistakes reduced by better planning and communication. Related to the positive findings, for instance good treatment and refreshments were emphasised unexpectedly strongly and the new tasks were welcomed warmly. That is, for example these elements are recommended to be preserved.

All in all, the recommended new practice as a whole is given in 27 corrective and enforcing steps. It builds on the current recruitment process and points out the changes it needs. These guidelines help to implement the future summer recruitment processes more successfully and can also be applied to give direction for organising other recruitments, too.