THE SEVEN DEADLY SINS OF RECRUITMENT...

from a candidate perspective.

Anecdotal evidence from the current market clearly demonstrates that many companies have fallen out of step with the dramatic changes which are rapidly occurring in the work place when recruiting people…… regardless of position level. As a result they fail to realise the fact that “the power is now with the candidate”! Highly skilled and experienced job seeking candidates have been very aware for a number of years of their market value and know full well that they do have a choice of future employer(s). This has now extended to the semi and unskilled workforce which is much smarter, knowledgeable and better informed than its predecessor peer groups. The reality is that in today’s interview situation the candidate is assessing the employer in as much detail as the employer is evaluating the candidate!

Employers keen to attract the best people need to know and be very aware of what irritates prospective recruits – in some cases to the point where job offers are rejected.

1. Being kept waiting…Basic as it may be, this is a source of great frustration for job seekers – many of whom can only attend interviews during lunch breaks, or for senior executives, in between crammed schedules, critically timed meetings, or travel plans. A 1 pm appointment which starts at 1.20 pm could be enough to turn a good candidate off your company.
   
2. The unprepared interviewer…It is both insulting and demoralising for the candidate to find that the person interviewing them has not read their resume and is clearly unprepared to ask relevant questions. Such interviews are frequently short on time, the interview is rushed and the candidate is left feeling frustrated, disappointed and disillusioned.
   
3. The uninformed interviewer…Once again an interviewer who has no clearly defined structure or process and who is unable to describe the role clearly, or explain company plans, goals/objectives, procedures and salary structure etc, does not inspire confidence and can turn good people away.
   
4. The Talker/Surpriser…An interview is an exchange of information, not a lecture or presentation – therefore the interviewer should do 80% of the listening and only 20% of the talking. When a candidate is confronted by an interviewer who dominates the interview with anecdotes of his/her own career, or how great the company is, the effect more often than not is negative. A candidate is usually interviewed for a role as a result of responding to a traditional newspaper or an internet advertisement, an introduction by a consultant, a direct approach or invitation to apply or some other referral source. Generally this is on the basis that he/she has some understanding of the role and what it entails. Surprises from left field at an interview, regardless of their magnitude, can appear to be devious, leaving the candidate (rightly or wrongly) with the belief that they were there under false or misleading circumstances.
   
5. Lack of Feedback…Good candidates put considerable time and effort into preparation before their interview. Nothing will turn an enthusiastic potential recruit off more quickly than a lack of communication following an interview, either via the consultant or directly. A potential employer needs to provide encouraging feedback if the candidate is still being considered for a particular role (or a positive “No” if the candidate is not to be considered further). People need and want to know where they stand.
   
6. Procrastination…Three weeks between first interview and second interview is too long unless the reason for such a gap is explained and understood by both parties at the time of first interview. Similarly, unless special circumstances arise and/or have been explained, a delay of a week between final interview and the making of a decision may be enough to encourage candidates to look elsewhere or accept an alternative offer from a smarter/more decisive employer.
   
7. Sloppy Job Offer…The most sensitive part of the process is often the most badly handled. Casual, incomplete or badly explained job offers can result in a last minute change of mind by the candidate. It is surprising just how many suitable job offers are accepted verbally, only to be declined when the written job offer and formal (and frequently very “conditional”) employment contract is received. Similarly in this age of enlightened employment legislation, it is still surprising just how many verbal offers are not consummated in writing, or if they are, badly so. A recent example of a badly handled job offer which was promptly refused by the candidate went something like this (this is a true story):
   
   Employer on the telephone: “Bob, the job has been turned down by our two preferred candidates, so we thought we would give you a shot…”

Remember Always: Every candidate interviewed by your company is in effect your unofficial PR Consultant for the next three months if they are treated with dignity and respect. If on the other hand they are not treated well, then the bad news will spread quickly.

Barry T Knight