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Winning The War On Talent : Candidates As Honored Guests
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Winning The War On Talent : Candidates As Honored Guests
1.
B LUE M
ARK P ARTNERS , L TD . WINNING THE WAR ON TALENT: CANDIDATES AS HONORED GUESTS CO AUTHORS: JULIE ROTH AND CRYSTAL TINUCCI Whether you use an executive recruiter, the web or internal infrastructure to hire mid to senior level executives, companies invest human, financial and emotional resources. Some companies are desired by job seekers as places to work based on generous salaries and/or benefits, commitment to life-work balance, geographic location, technologically advanced products and may even lead a “Best Places to Work” list. But most companies don’t have that luxury to attract and hire the talent they need. Just as you are evaluating candidates to determine they have the skills and attributes that you want, the interview process is a 2-way street and candidates are looking to see if the same holds true for you and the company. So, when searching for employees, consider the extraordinary value of courting candidates. And don’t overlook these simple dos and don’ts and risk putting your efforts in jeopardy. Be respectful and sensitive of the prospective candidate’s time. They have taken time out of their busy day to clear their calendar to meet with you. Perhaps a vacation day has been used in order to do so (and even senior executives need to get days off cleared in advance.). Share a printed schedule of those on the interview agenda including name, title and estimated meeting duration. Most importantly, don’t keep the candidate waiting and ensure all interviewers are teed up on a schedule. The prospective candidate might be inconvenienced to return to meet with others. And, even though you are considerate of the candidates’ time, he/she may want to meet with others in addition to just the hiring manager to evaluate the company. Often, candidates want to feel the company culture to ensure a fit. Just because you may be the IT TAKES A SUCCESSFUL EXECUTIVE TO RECRUIT A SUCCESSFUL EXECUTIVE SM Julie Roth, Executive Recruiter, President 1 847 433 7920 Julie.F.Roth@att.net www.BlueMarkPartners.com © Blue Mark Partners, Ltd.
2.
B LUE M
ARK P ARTNERS , L TD . only one making the hiring decision, don’t assume meeting only you will be sufficient to woo your candidate of choice. One of our clients wanted to fly an executive from Houston to the NY area to meet ONLY with him. His reasoning was justified by the fact that he didn’t need to include colleagues and the decision was solely his. We knew the candidate would prefer to meet others with whom he would work and interact. Since he was being flown across the country we suggested other people with whom the candidate could meet and gave our reasons. Ultimately involving several others was a great benefit in "selling" the candidate on the opportunity. Etiquette shouldn’t be overlooked. Ensure you greet your candidate properly. Think of this person as an honored guest in your home. Offer a beverage and ensure they are comfortable. Build in restroom breaks into the schedule. Take them or have someone take them to lunch. Provide an escort between each interviewer. Ideally, schedule a wrap-up conversation with the hiring manager at the end of the process, giving the candidate time for questions and giving them a sense of timing in the search. While these things may seem self- evident, we’ve learned to gently remind our clients of them. You don’t do this every day and it may be easy to forget. Once, one of our candidates arrived at a client on time at 10:30 AM for a series of interviews. She spoke with 4 executives consecutively during the 4 hour visit. Nobody thought to invite her to lunch where the conversation and process could continue, nor did anyone ask if she needed to use the restroom. Put yourself in the candidate’s position – what message are you sending? Draw all your attention to the candidate during the interview, Don’t answer the phone, email or allow any other interruption. If you are waiting for an important phone call or an emergency has arisen that may take your time during the interview, inform the candidate to begin with and apologize. Try to get to know the candidate professionally as well as personally. Not only does this help him/her feel more comfortable, but it will also give you a clue to their own personal style. That person may end up becoming your employee, peer or boss so think of this as a first step in building a long term relationship. Do listen to their IT TAKES A SUCCESSFUL EXECUTIVE TO RECRUIT A SUCCESSFUL EXECUTIVE SM Julie Roth, Executive Recruiter, President 1 847 433 7920 Julie.F.Roth@att.net www.BlueMarkPartners.com © Blue Mark Partners, Ltd.
3.
B LUE M
ARK P ARTNERS , L TD . experiences, their needs and wants in the new job and why these are important to them now. If you do desire to hire this candidate, design and present a package that meets those needs. A consultant with unparalleled credentials, who was no longer motivated by sheer money, and who was in a time in his life where he didn’t want to travel as much so he could spend more time with his family, desired steady work and health benefits. The company was leery that a consultant could make a good long-term employee and wanted him to prove himself on the job. They offered a 90-day contract-to-hire role. This strategy did not meet the candidate’s needs and he did not accept the job However, another company that was willing to take the “risk” of hiring this consultant found they’d hired an exceptional employee with broad experiences.. Since each candidate may have different needs; make sure on your search consultant to help coordinating and extending the winning offer – it’s their job! Make the candidate feel good, wanted. At every stage, even after the offer is extended, accepted and the employee starts, you and your company should continue to reach out to the individual to feel wanted. Nobody within your company should be cocky or egotistical to not reach out. The hiring executive should call the candidate once the offer is under consideration and evaluation and re-sell the opportunity. A simple telephone call to reinforce the decision can maintain the connection the candidate has made with the company. You must make time to let them know. The weeks between offer acceptance and the 1st day on the job can be a critical time period. It is a time when some candidates second guess their decision, become vulnerable to a counter offer or pressured to interview for another job. A candidate we know of who had accepted an offer of employment didn’t hear from his soon-to- be employer after signing the documents. This distance opened the door for the candidate to accept a counter offer from his current employer. Continued connection, kudos and stroking of ego are a strong emotional human connection. The ONLY candidate. In addition to making the candidate feeling wanted; make them feel as if they are the one and only. With the war on talent brewing, the company may be IT TAKES A SUCCESSFUL EXECUTIVE TO RECRUIT A SUCCESSFUL EXECUTIVE SM Julie Roth, Executive Recruiter, President 1 847 433 7920 Julie.F.Roth@att.net www.BlueMarkPartners.com © Blue Mark Partners, Ltd.
4.
B LUE M
ARK P ARTNERS , L TD . having a tough time filling a specific role. Don’t appear too desperate either. Potentially, this could lead to a candidate taking advantage of the situation. A representative within a company told a prospective candidate there were 2 offers extended and declined. This information made the candidate feel like a 3rd choice and provided cause for concern which ultimately resulted in the offer being turned down. Companies are increasingly not the only ones in the driver’s seat. In this day and age when good talent is hard to come by, it is important for companies to treat all candidates correctly. The details make the difference and make them want you. In the end, you’ll attract the good talent and ultimately get a quiet reputation to be the desired place to work. IT TAKES A SUCCESSFUL EXECUTIVE TO RECRUIT A SUCCESSFUL EXECUTIVE SM Julie Roth, Executive Recruiter, President 1 847 433 7920 Julie.F.Roth@att.net www.BlueMarkPartners.com © Blue Mark Partners, Ltd.
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