How to let a good candidate slip away on the final stretch!
Go back to square one. You have let that rare gem slip through your fingers again, yet you know that talent is scarce and good candidates do not grow on trees. But what came over you? Too eager? Attack of paranoia? Act of vengeance against your manager by making him miss his chance?
To get rid of them once and for all, here are the ten most popular ways of ensuring you let the good candidate slip away on the final stretch. This time you can’t say you weren’t warned… (N.B: Any resemblance or facts are purely truthful and inspired by experiences).
1 – Give feedback following interviews two weeks later. During this time the candidate is left in the dark and at the mercy of the other recruiters. A simple telephone call to let them know you greatly appreciated their presentation at the interview costs you nothing and allows you to preserve your recruitment.
2 – Stretch out the reference checking process. Once the interview marathon is over, the candidate expects an offer (and your manager puts pressure on you to close the deal as quickly as possible). Of course, you have to check certain points but the more you prolong the process, the more you risk losing the candidates interest. So, if we add up the credit check, criminal/legal checks, the medical visit and references the deadlines suddenly extend to a week, sometimes two. Tell me, why did you not start earlier, after the last meeting for example? Oh yes I know! The associated costs…a big $100…and actually, how much did losing your candidate just cost you?
3 – Neglect the stress factor. Put yourself in the candidates place. Changing jobs is always stressful. Whether we want to or not, whether the candidate is actively job seeking or not, changing jobs generates a certain anxiety. Don’t put on more pressure than the candidate can handle. Forcing a candidate to give an answer right away or even without time to think about it can lead the candidate to go back on their decision and close up like an oyster. So remember to evaluate the candidate’s psychological profile. Which brings me to the famous psychometric tests…
4 – Very useful, I would even recommend them most of the time. On the other hand, be clear and consistent in you decision process. Some people rely uniquely on the tests and at the slightest trace of multiple checks and counter-checks of every sort on the scene, will make the candidate come back for an interview for the umpteenth time. Thus, the candidate grows tired and loses their patience and their interest in your company grows weaker and WORSE: they say to themselves that a company who doesn’t trust the judgment of their executives and who has a multiple interview process does not correspond to their values. Imagine after having successfully passed 5 or 7 interviews (indeed sometimes more), simulations tests, practical cases etc…Everyone is happy and suddenly after a personality test the whole process is put back into question? Unless you discover severe pathology or even latent schizophrenia (which is quite rare), rather use the tests to build a personal development plan.
5 – Negotiate for the fun of it. Do you want to prove to your HRD or your manager that you are an expert negotiator? Please find other ways! Negotiating is excellent and yes it is necessary as it is part of the process. But TOO much is TOO much! What difference can 3% more than the basic salary really make? Your candidate currently earns $58 000. You nobly offer them $58 500! Is that your last offer? Now they too have already accepted your competitors offer. Once again it’s up to you to evaluate the situation. If sometimes negotiating is essential, sometimes it serves no purpose. What is important is to concentrate on what deserves your attention.
6 – Underestimate the power of the counter-offer. Openly addressing the subject is often a good way of preventing bad surprises.
7 – It is true that the recruiters’ job is difficult and sometimes unappreciated (by the candidate and by the manager). It is true that once the file is closed, you have a pile of other assignments waiting for you. However this is no reason to treat candidates simply as a number. In the eyes of the candidate you should consider them as if they were the only one. They should feel that you are considering them and investing your time in the process. These are the little details such as listening, returning calls, a smile or even offering a coffee or a glass of water. It is the little things which make all the difference. Everyone wants to feel important and that they have something special.
8 – Don’t just talk to the candidate about the position, the role, the responsibilities etc. and skirt around the company’s culture, values, employees, successes and difficulties. Remember that the nature of the job you are offering counts just as much as the work environment and future colleagues etc. In particular, it is vital to ensure that your future employee will share the same values.
9 – Believe in “one lost, ten found…there’ll be others…” The good old days when candidates were queuing at the door have gone. Welcome to 2006! Then it took six months to consider someone a loyal employee, today it is 3 years. Then a selection process was over in a matter of four to eight weeks maximum. Today it isn’t unusual to see a hiring process spread over several months. So if you are convinced that you have the perfect person: hire them! By searching too hard for the perfect candidate who will please everyone, no-one will be able to make the decision. And on to the next chapter…
10 – Decide! Yes you! Take responsibility for your choices and stop hiding behind the famous “advisor role”. If your manager is not brave enough to make a choice, well then help them a bit. Deep down if you are convinced, don’t hesitate to defend your point of view and know how to present your recommendations to aid the decision making. Remember that the longer the process, the more candidates you will lose, the more candidates you lose, the more noticeable it becomes on the market, the more noticeable it becomes on the market, the less you will attract good candidates. I will leave you to guess the rest.
