When they’re in the throes of filling an open position, managers don’t think about relationships. They think about “candidates” and “resumes,” “job requirements” and “cultural fit.” Given how jargon-filled and process-driven recruiting and hiring can be – not to mention how pressured – that’s not surprising. As important as resumes, job requirements and all the rest are, making the right hire is about getting personal with the candidate.
Managers are under pressure during any interview. But their task is even more difficult when the conversation takes place on video—whether it’s through Skype, Google Hangouts, FaceTime, or some other tool.
During the hiring process, the hiring manager or HR representative takes the lead in working with the candidate. But it’s important for everyone who’ll meet a potential hire to feel part of the process and to understand they play a role in making candidates feel valued and appreciated.
Every interaction is part of the overall impression candidates will develop about your company and its employees. That impression will have a lot to do with their decision to accept an offer, or not, and what they may say about your company to others.
Candidate experience is key when interviewing top talent. Some companies are more successful than others at forging an organization-wide effort to entice prospective employees. No one holds more influence over the candidate’s decision to accept or reject an offer than the hiring manager. People want to work for people they like – managers who are clear in setting expectations, seem reasonable, respect the skills of their team members and value their time.
Communication is a foundation of a positive candidate experience, and employers go a long way toward building a favorable impression with prospective employees when they provide even simple feedback after every interview.
When candidates make the effort to visit your offices – taking time off from work, preparing for their discussions – and then hear nothing after they’ve gone on their way, they’re not only frustrated but left with an impression that yours is just another business that doesn’t put much value in what its workers bring to the table.
Today, businesses compete mightily to hire the best professionals for contracting assignments. In this climate, engaging the right talent involves more than reviewing resumes and trying to sense whether a candidate has a good “feel” during an interview. It means using every tool you have to show contractors that yours is a great place to work, and that the mission they’ll undertake there will outstrip the opportunities other organizations might offer.
It’s probably the most common complaint we hear from candidates: They submit their resume to an employer, but receive no response. They visit the company for interviews, follow up as promised, and receive no response. They email or call the hiring manager and HR to check on the status of their application and receive no response.
You work for a top-flight company, treat your people well and go out of your way to make contractors feel part of the team. But, somehow, it seems like the best talent keeps passing you by for other opportunities. Why aren’t they choosing to work for your company?