There was a time when getting enough applications was the biggest concern for hiring teams. That’s changed. Today, we get 200 or more applications for a single role. The challenge isn’t filling the pipeline - it’s knowing where to focus once it’s full.

Our hiring managers usually stop at the first 20 applications. Not because they’re cutting corners, but because they’re managing operational pressure and hiring alongside everything else. That means some of the best candidates might be sitting at number 87 or 142, and never get seen.

Data alone won’t fix this. The problem lies in how the process is structured, and how we expect busy hiring managers to navigate it.

Getting to quality at speed and scale

At Compass Group UK & Ireland, we hire thousands of people across the UK every year. From chefs and baristas to site managers and cleaners, our teams keep everything moving. The stakes are high: if we don’t have the right people in place, it impacts operations. But speed alone doesn’t guarantee success. We need consistent quality.

So the question becomes: how do you enable quality hiring at this kind of scale, without slowing the process or compromising fairness?

We’re exploring that through smarter design, better data, and rethinking how we balance automation with human decision-making. If your hiring system only works when someone has time to scroll through hundreds of CVs, it’s not really working.

Why volume is misleading

There’s a comfort in big numbers. Leadership sees 10,000 applications and thinks: “Great, we’re doing well.” But when half go unread, that’s not success, it’s a sign we need better prioritisation.

For me, it’s about building a process that respects the candidate and the hiring manager. The person applying should feel seen. The person reviewing should be supported.

Candidate experience starts before you hire

When we talk about candidate experience, this is where it matters. It’s not just about a slick career site or a branded confirmation email. It’s about fairness, responsiveness, and the emotional journey of applying for a job.

You can’t treat people like numbers and then expect them to become loyal team members. Or loyal customers.

The drop-off that hurts

We know where the drop-offs happen. The initial engagement is strong, our content and employer brand do their job. But there’s a sharp decline between that moment of interest and a completed application. And another between application and interview.

Why? Sometimes it's tech friction. Sometimes it’s the sense that a human might never read what you’ve submitted. Sometimes it’s just bad timing.

But every one of those drop-offs is a missed connection. And in our world, that has a knock-on effect. One missed candidate in the right location at the wrong moment can mean a rota that doesn’t work, or a team that’s overstretched. That’s why we’re focused on simplifying the journey, being clearer about what we’re looking for, and testing tools that support self-selection, so candidates can opt out early if it’s not the right fit, and stay engaged if it is.

What we’re doing differently

1. Smarter screening tools: We’re testing new ways to highlight potential, tools that go beyond CV keywords and help us spot fit earlier.

2. Talent pools that remember: If someone isn’t hired today, that doesn’t mean they shouldn’t be considered again. We’re building structured, searchable talent pools our teams can tap into next time.

3. Self-service that respects candidates: Candidates should be able to manage their journey – to see where they stand, what’s next, and how to move forward.

4. Real feedback, not silence: A rejection email is the bare minimum. We’re working toward better communication, grounded in data but delivered with care.

We’re not chasing a perfect hiring process. I’ve been in recruitment long enough to know that doesn’t exist.

But we are working towards something better. A system that helps our hiring managers make quicker, more confident decisions. A process that gives every candidate a fair chance, regardless of when they hit “apply.” And a journey that reflects the kind of company we are: fast-moving, operationally complex, but grounded in human connection.

Because when people feel looked after during the hiring process, they’re more likely to stick around, and more likely to represent our brand with pride.

That matters. Especially in a business like ours, where every site, every shift, and every person counts.

This blog was written by Daniel Pitman, Head of Digital Attraction and Workforce Management Solutions at Compass Group UK & Ireland - one of inploi’s champion clients and a leading voice in high-volume, people-first hiring. Dan’s perspective forms part of an ongoing series spotlighting the remarkable work TA and HR leaders are doing to redefine candidate experience. These insights will contribute to inploi’s upcoming Candidate Experience KPI Report, launching later this year.