The Candidate Experience: Turning Candidates into Brand Ambassadors

16 Oct

Usually I like to write for job seekers and career navigators. Today’s post is meant for the recruiter’s perspective, but touches on an issue that job seekers have been complaining about since the beginning of time – and rightfully so. This post originally appeared on TheLadders RectuitBlog. See the original post here.

As recruiters, we have it hammered into our heads that we need to create customer satisfaction for our clients – the hiring managers. This is the same whether you’re in-house or in an agency. It’s about providing a great experience for the client and ensuring not only that the right person gets the job, but that the client is happy with the overall process. But there’s another factor; another customer that needs to be considered, and one that’s all too often overlooked. And that is the candidate. There are two main reasons that it’s important to provide a great candidate experience.

  1. As recruiters, our network of great talent is one of our biggest keys to success. If you want good candidates to work with you again and to keep taking your calls, you’d better treat them right.
  2. These candidates aren’t only candidates. They’re also people. People who know people. And people who know people are the luckiest…never mind. Well, you’ve probably heard the adage that it’s human nature to tell 1 person about a good experience and 10 people about a bad one. You see where I’m going here. You want your candidates to have a good feeling about the hiring company both as a potential employer and as a potential provider of the company’s core product.

So how do you create a good candidate experience? It’s simpler than you might think, and most of it comes down to communication.

  1. Respond in a timely fashion, at every step of the process. If a submitted resume isn’t a good fit, send an email. If you’ve interviewed someone and they haven’t been selected to move on, pick up the phone and let them know. If you do want to keep someone moving forward in the process, keep them in the loop. Don’t disappear for a few weeks and then expect your candidate to drop everything and show up for an interview the next day. Candidates know that they might not get the job. They’re prepared for that and they usually handle rejection well. What they don’t know how to handle is just not knowing where they stand.
  2. Be nice. If it’s an email, a phone call, or an in-person conversation – a smile goes a long way. Make the candidate feel welcome and like you want to talk with him/her – not like you’re interrupting your life to make time for a conversation. Remember that candidates are interviewing you and judging you as a representative of the company, and that in-demand candidates usually have other options. Don’t turn off what could be a great hire by forgetting your manners.
  3. Offer feedback. This isn’t appropriate for every candidate, but for those who have progressed reasonably far in your interview process and then are rejected it’s a great gesture to offer some information as to why they weren’t selected. Maybe it’s as simple as “you were a great candidate it was a very tough choice, but the hiring manager just felt that the other candidate was a better culture fit.” Or maybe it’s a bit more direct, “In the future, you might want to rethink your strategy of sending a singing telegram as a thank-you note.” Whatever it is, this very simple effort is sure to score big points on the candidate experience scale.

There’s been a lot of talk about the candidate experience, and we all know the basics. So why does a good candidate experience seem so hard to deliver? Many recruiters will chalk it up to a lack of time, and this is a legitimate obstacle. But it’s not one that we can’t overcome. There are plenty of ways to automate early-stage rejection emails. And once you have a candidate in the mix, it’s just a matter of setting your priorities.

So today, take a minute to get back to a candidate that you’ve been putting off. Give him or her some information that you think would be welcome. In return, you’ll be creating a solid member of your talent community – and a brand ambassador for your company.

Comments? Something to add? Vent about a bad recruiter experience? I’d love to hear your feedback below.

About these ads

How Pushy Should My Thank-You Note Be?

11 Oct

A reader writes:

I interviewed for a job with a company I used to work for. I know many people still at the company & am friends with the VP who interviewed me. Yesterday she emailed saying I did not have the typical experience that they’re looking for and thus the higher-ups in corporate would not accept my candidacy.

 Question: Should I write her a letter/email explaining why I am better than some average candidate just because their resume has the traditional boxes checked off? Or does that seem desperate somehow?

 

In typical HR fashion, I’m going to say “it depends.”

On one hand, it’s natural and expected to follow up an interview with a concise pitch for why you’re interested in, and perfect for, the job. That said, you’ve already received feedback that you won’t be seriously considered for the role. Whether you should continue to make a play for the job depends largely on your relationship with the VP who interviewed you. If you think she’s a fan of yours and might go to bat for you given the right information and tools then you should definitely give it a shot. Maybe she just needs to see the indisputable facts and arguments for why you’re the perfect fit for the job – all spelled out before her. If you think this is the case, do it. Write that note and make your case.

If, on the other hand, the VP isn’t likely to make the case for you with the rest of the management team, it’s a different story. If she either isn’t necessarily a huge fan and won’t stick her neck out for you, or if she just doesn’t have the sway or decision making power to influence the original assessment of your candidacy, then it’s probably a waste of time to try to re-sell yourself after being initially rejected for the role. If this is the case, a well-crafted thank you note would be a better option. One that lets her know how you appreciate being considered initially even if you are an “out of the box” candidate, and expressing an interest in exploring other appropriate jobs with the company. 

If she’s a fan of yours, it can’t hurt to make one more effort to see if she’ll stick up for you with the bigwigs. If you don’t think she can or will affect any kind of change of opinion when it comes to you, it can come off as a bit out of line, if not desperate.  So I can’t tell you what to do with this one, but if your relationship with this VP is one that you want to continue to nurture then let that be your guide on what to do. Put yourself in her shoes and figure out what you’d want if your situations were reversed.

I’d love to hear your thoughts on this. Would you try to re-sell yourself or would you write it off as a done deal? Please leave comments below.

The Player-Coach Phenomenon

11 Sep

When reading job descriptions, I’m sure you’ve come across the term “player-coach” more than once. It’s a designation that employers use for positions that have management authority but are also expected to get their hands dirty on some day-to-day work. Seems reasonable, right? Especially when you’re talking about the junior-management levels where employees are in a team lead role, mentoring and managing others, but still doing the job themselves.

One thing that I find interesting about the term “player-coach” is that although it’s obviously based in sports it’s not something that I’ve EVER seen on an actual sports team. In sports, you’re either a player or a coach. Going back to my earliest sports memories – from toddler soccer leagues to little league baseball to high school football – we had players and we had coaches. But we never had a player-coach.

Businesses, however, have adopted a very different mentality. They have fully embraced the idea of a manager who isn’t too managerial to roll up his/her sleeves, and a front-line worker who is capable of thinking strategically. Two birds with one stone! Or more specifically, two jobs with one salary.

This hybrid role can be a great opportunity for employees and employers alike, but it’s not without its challenges. In its best format, it’s a way for star individual contributors to move into management without completely being removed from their comfort zones. It gives them a chance to lead by example, to grow into role models, and to develop their management style all while still getting to work in the area of their greatest strength. At the same time, the employer gets to bring a superstar into management ranks and mold him/her in the company’s image, while not overpaying for a more experienced manager if that’s not what they need. In this situation it’s a great arrangement for both the employee and the company, but lately I’m seeing more and more examples where the player-coach position is not being used quite as effectively.

As companies are bouncing back from recent recession woes, they are starting to hire and organize staff with the intention of doing more with less. Especially in small and mid-sized companies, executive level positions are being asked to pitch in at the line level, and junior and mid-level managers are being given increasing responsibility and autonomy – regardless of whether they’re ready for it. This can present problems for both parties – companies are having a harder time finding the right talent, and employees are having a harder time succeeding in these roles. It’s very tempting for employers to hire too senior or too junior for the role they need to fill, and both have serious risks. Going too senior, you risk making a hire that is not going to remain engaged and effective in the line-level work and will either leave for greener pastures or under-perform. If you hire too junior you run the risk of giving your new hire decision making authority and autonomy that s/he’s not ready for, which can lead to poor strategic decisions and a loss of morale – both of which can have serious negative effects on the overall organization.

So what’s a company to do? First and foremost, be honest and upfront. If you’re hiring for a player-coach role, emphasize and stress the nature of the role to your candidates. If someone seems too senior or managerial, dig deeply in your interviews to find out if they really are. Then go with your gut. Even though a candidate might seem perfect “if only there was less execution involved” then don’t make the hire. These roles should be a stretch for the person you’re hiring, but an achievable one. In today’s job market, lots of candidates are making compromises to find a solid job with a solid company. But these same employees will jump ship at the first opportunity for more of a “real” management job.

And if you’re a job seeker, how do you navigate this territory? First, be honest with yourself. If a job seems like a step down, or feels too junior for you, don’t take it just because it’s a job. There will be more. And wouldn’t you rather wait for the next one than spend the rest of your career explaining your bad choice? Conversely, if you’re more of a player than a coach, be realistic about how much of a stretch is appropriate for you. Never managed a budget before? Then that multi-million dollar one in the job description might not be for you.

For recruiters, hiring managers, and job seekers – ask questions. In the interview; after the interview; throughout the entire process. Make sure that you know what you’re getting into, and that it’s the right thing for you. Too many bad hires are made because of wishful thinking instead of thorough investigation.

The role of the player-coach might be right for you, but “might be” isn’t enough. Know for sure before making a decision you might regret.

More Ways to Not Be an Idiot

7 Sep

I recently read an article by Jennifer King of Software Advice (which I am in no way affiliated with nor endorsing) entitled (in typical SEO optimized format) Job Seeker, Beware: 5 Ways You Could Damage your Reputation Online. The article isn’t breaking any new ground, as there are daily entries into the “don’t be an idiot” collection of articles and blog posts. But I’ve chosen to highlight this one because I think it clearly and concisely illustrates its point and, frankly, this stuff just can’t be overstated.

The five ways are:

  1. Polarizing Email Signatures – because not everyone wants to “have a blessed day” and not everyone finds your kissy-face emoticon as charming as you do.
  2. Fishy LinkedIn Recommendations – because we can tell when they’re made up, and not having them at all is better than having a load of crap.
  3. Friends, Followers and Connections That Don’t Line Up – because sometimes it’s about the company you keep. And if you’re not going to “network” on your social networks you’re probably better off not being there at all.
  4. Inconsistent and Out-of-Date Profile Info – because if your information isn’t consistent I’ll have to assume that you’re lying somewhere.
  5. Unflattering Posts on Others’ Sites – because not only should you not be an idiot, but you should also not be an asshole. These things have a tendency to follow you around.

To read the original article and to see these points illustrated with a bit more tact than I’ve illustrated here, check it out. It’s a nice read. And we can all use these reminders every once in a while.

Changing Careers – Where Do I Start?

6 Aug

A reader writes:

Hello Dave,
Since graduating college four years ago, I have worked as an aide for a state legislator. My duties primarily include casework, reviewing bills, letter/press release writing, and general administrative work. As time goes on, I am increasingly learning the public sector is not where I want to be. For the past year, I have been looking to change careers. I have been applying for analyst and human resource positions within various industries, primarily in finance and media, because I find those fields interesting.

My question is – how do I get my foot in the door with an industry I do not have any direct experience in? I feel my skill set qualifies me for many of these entry or second level positions, but am not getting the response I’m hoping for. How do I get HR people to notice me?

Thanks for reaching out. Your question is a tough one, and one that people in a variety of fields are struggling with. Unfortunately there’s no easy answer – the kind of career shift that you’re looking for tends to rely on luck (being in the right place at the right time.) Fortunately, there are ways to create your own luck to give yourself the best shot at success.

  1. Make sure that you’re not just spraying your one resume format out to every junior-level HR job you see. That’s the kiss of death. Make sure that the jobs you’re applying for have some relation to your skills, and make sure that you’re highlighting those relations on the customized resume that you’re sending to each one.
  2. Network. I know that it can be a scary word, but when you break it down it’s really not that bad. Do some research on LinkedIn or individual company directories, and find a handful of people who are doing the jobs that you want to do in your area. Email them, explain your situation (just like you did with me) and ask them if they’d be up for a brief meeting so that you can get some more insight into their industry, background and career path. Offer to buy them a cup of coffee at a local place, or to meet with them at their place of business if that’s more convenient. These networking meetings accomplish two things – they give you access to information that could help you get the job you want, and they get you on the radar of the people who are doing what you want to do. If one of these people gets promoted or leaves a job, wouldn’t it be great if they said “hey – I know someone really smart and insightful who would be great for my replacement”?
  3. Explore temporary work. Register with some temp agencies in your area, and when you meet with the recruiter tell him/her what you’re looking for. They just might have some temp assignments for you in an entry level or admin role within an HR department. If they do, this is your big chance to make a great impression. When on a temp assignment, take the time to get to know the people around you a little bit. Always try to go above and beyond, and make sure that you’re not shy about expressing your interest in the field. I owe my career to a temp assignment that I had when I was ready to transition out of acting and into the corporate world, so I can say with absolute certainly that this can be a successful means to an end.

Are any of these guaranteed to get you where you want to be? Of course not. But there are no guarantees in life, so these are as good are you’re going to get (at least from me.) I’ve always been a firm believer in two things: roll with the punches and create your own luck. If you’re smart, diligent, and if you’re the kind of person that others genuinely want to work with, the opportunities will come in time. Just make sure that you’re stacking the deck in your favor.

Do you have a question you’d like to see answered on this site? Send an email to HR.Dave1@gmail.com.

Questions or comments about this topic? Please leave them below – it’s a conversation, not a lecture.

Because a Gazillion Facebook Users Can’t Be Wrong

3 Jul

Hey folks! In the interest of creating a forum that’s more conducive to conversation, I’ve decided to join the magical world of Facebook with the official HR Dave page. It’s there for asking questions, sharing insight, and generally having a real dialogue about job search and careers. Check out the page at http://www.facebook.com/hrdave1. I hope you’ll join us there. Thanks, as always, for reading.

6 Ways to Position Yourself for Success in Your First 90 Days on the Job

11 Jun

Congratulations – you got the job! You searched, networked, applied, interviewed, and aced your way into a great new role. As anyone in the job market will tell you, you’ve done the hardest part. Now all that you need to do to succeed is to be awesome in that shiny new job – or at least not suck so much that you get yourself fired.

The first 90 days is an important time in the job cycle. It’s where you start building your reputation, your relationships, and your influence. It might seem superficial, but whatever you build up during that first 90 days is going to stick with you for a while. If you’ve done well, you’ll collect enough goodwill from your boss and co-workers to get you through a few rough times. If you’ve started off on the wrong foot, you’ll find yourself having to work twice as hard for twice as long to try to repair the damage that’s been done.

In most jobs, there are two keys to success.

  1. Can you actually do the job?
  2. Can you make your boss happy?

If you didn’t lie on your resume or in your interviews, the presumed answer to the first question is yes. The second one is often the more important, and always the more complex, of the two. So here are a few things that you can do to help ensure your success during that crucial first 90 days.

  • Be nice to EVERYONE. You’re in a new work situation, and you don’t know who’s friends with who, who are the influencers of opinion (especially your boss’ opinion), and who are the ones that you really want on your side. So err on the side of caution and treat everyone with respect. Don’t condescend, don’t belittle. Just be nice. You can never have too many friends. You have all the time in the world to pick sides. For now, pick EVERY side. Your boss will love when people come up and tell him/her how they just met you and they love you. And that love is very good for you.
  • Make the rounds. As you find out the people you’ll be working with on a regular basis, make sure that you take the time and make the effort to introduce yourself. When possible, schedule (or ask your boss to schedule) quick 15-minute meetings or even lunches to actually have a conversation and find out what makes them tick. You’d be amazed how far these initial meetings can go to solidify great working relationships for years to come.
  • Ask questions. During these introduction meetings, and as a general rule, ask lots of questions. Find out what and who makes things happen in your company. Get to know people’s happiness and frustration points. The insight that you gain from the answers will give you the beginnings of a great arsenal of tools for navigating any potentially slippery political or inter-personal situations down the road.
  • Take care of the easy things first. Most of the time, you’re not going to be expected to move heaven and earth in your first 90 days. When you’re given tasks, they’ll often be things that you can execute on quickly. Get them out of the way. Show your boss that you’re reliable and that you only need to be asked once. Stay on top of tasks however works for you – through technology, pen and paper, or your amazing photographic memory that used to impress everyone at parties. However you do it, do it.
  • Put yourself out there. Make sure that, as you’re getting the feel for what’s on your boss’  plate, you make a point to ask if you can help. Sometimes we forget that the boss has responsibilities, deliverables, and stress just like the rest of us. Treat him/her like a human being, and genuinely offer your assistance – even if it’s not something that’s in your job description. Start to solidify your place as the go-to person right off the bat.
  • Don’t over-commit. In the same vain, don’t try to be a superhero. You’re new. You’re learning. If you’re asked to do something, don’t give unrealistic timelines or say that you’ll do something that you’re not really ready for. Better to under-promise and over-deliver than the other way around. Your boss won’t mind that you don’t offer up super-human deadlines. S/he will mind when s/he has to explain to the top brass why a project wasn’t finished when you said it would be.

As Head & Shoulders used to say, “You never get a second chance to make a first impression.” And although I normally wouldn’t recommend that you take advice from a dandruff shampoo, in this case it just makes good sense.

Do you have a question you’d like to see answered on this site? Send an email to HR.Dave1@gmail.com.

Questions or comments about this topic? Please leave them below – it’s a conversation, not a lecture.

Follow

Get every new post delivered to your Inbox.

Join 1,274 other followers

%d bloggers like this: