Sooner or later, all recruiters have to face a conscience decision—some more often than others, but at some point in a recruiter’s career, it eventually happens. Some confront it bravely, and others, sadly for our profession, in a cowardly manner.
A warning to young professionals just starting out: it will take you years to build your reputation but just a few moments of weakness to destroy it. Be vigilant: your worst enemies are the lure of money, or the fear of telling the unvarnished truth.
Here’s a situation you may face. – “You are not the best candidate for the job.” The most current. Here’s the moral dilemma: you have two candidates on the shortlist. You presented both of them, because you were sure that both could do a good job. And yet, you know that there can ultimately only be one winner. When the client decides on one of the two, time stands still… Suddenly, you find yourself at a loss for words with candidate number 2, who calls you for news. You are no longer in a hurry to return his or her calls, you—who only a few days ago, did not hesitate to call that person on his or her cell at the cottage on vacation, to come in for an interview, or to loudly demand feedback on his or her most recent meeting with the hiring manager. 
You put off calling, you balk. You even pray to get his or her voicemail, to leave the hated “no, no news yet, but soon. . .” message. You especially do not want to say that he or she is the back-up in case your negotiations with the other person fall through.
It’s a typical, everyday situation. From your very beginnings as a recruiter, you learn to fudge, to dance around the issue, in short, to lie, to spare candidate number 2’s feelings, and to avoid losing him or her and having to start again from square 1 in case things don’t work out with number 1.
I have to confess that I have lied. I’ve made up all kinds of stories to get myself out of this delicate situation. Each time, I felt small and petty, and ashamed of myself. I hate lying, but what are the alternatives? Through experience, I have learned that it is better to be transparent—to soften, but not to lie, to spare, but never betray. The trust your candidate has in you is as valuable as it is fragile, but it is sacred. Candidates are no fools. They know you work for an employer, a manager, a client. You therefore have the choice, the possibility, or even the opportunity of being straightforward. Recently, I was confronted with this very situation, and here’s what I said to my number 2: “There are two of you on the shortlist, and the client is dithering.” I explained that he had some strengths the other candidate did not, and vice versa, and that my client had to decide what was more important and reach an internal consensus. In the week that followed—and while it’s true that I did not tell him I was negotiating with my number 1 and keeping him in suspense—I nevertheless took care to stay in touch. I left him messages and showed signs of life. I replied even more diligently to his e-mails, voicemails and calls. I never let the voicemail pick up if I could take his call. I remember that one night, I got home and told my spouse that I was feeling a bit deceitful, like a girl who doesn’t want to tell her boyfriend that she’s been seeing someone else, but hasn’t made the final decision yet. When the client had chosen, I took my disappointed candidate out for coffee. I listened to him, and comforted him. At no point did he feel betrayed, because I had kept him in the loop and shared with him how the process was going. By letting him know what to expect and managing his expectations, I cushioned the blow. In this way, I saved our relationship and strengthened our ties. I know that the next time will be the one. When I explained my client’s final decision, the candidate understood and accepted it. He knew that he fell a little short. Not only did I feel better, but also more honest intellectually. I even asked my client to also meet with the candidate. One hour of his time vs. a dozen hours invested by the candidate was well worth a coffee, right? His employer brand was further enhanced, a benefit worth all the coffees in the world.
So dear colleagues, next time you have are faced with a conscience case, don’t hide, and don’t ignore your candidate’s anxiety. This is the ultimate mark of a true professional.
Nathalie Francisci, Adma, CRHA
Executive Vice-president
at Mandrake Groupe Conseil