November, 1996
GROUCHO MARX ONCE SAID he'd never join any club that wanted him as a member. And sometimes job candidates seem to cop the same attitude.
The candidate who said she'd resign her current job the day she received an offer suddenly becomes undecided, plagued with second thoughts. The candidate who said he'd kill to find a job this good suddenly becomes less than enthusiastic. And the family that couldn't wait to depart the snow belt for the sun belt suddenly develops an affection for winter sports.
Did the leopard change its spots overnight? Probably not. Instead, based on discussions over the years with candidates who declined offers they had been expected to accept, the answer almost always is that the prospective buyer was never sold in the first place.
Like most major buying decisions, changing jobs is rarely an impulse purchase. Rather, it is the culmination of a series of intermediate decisions that kept pointing the candidate in the right direction.
From initial exposure to ultimate acceptance, the candidate is being drawn closer to the new job opportunity -- or is being pushed further away. Here are some of the things you can do as an employer to help Ms. or Mr. Right say "Yes!"
1. Employ the Golden Rule. Actually there are two Golden Rules, and we're not talking about the one that goes "Them that's got the gold, rules." Instead, from the very first contact, treat each prospective candidate as you would like to be treated -- were your roles reversed. The candidate is constantly evaluating whether your organization looks like a better or worse place to work, so keep appointments, be candid with your responses, treat the individual with your utmost respect, etc. As the old saying goes, you can only make a first impression once.
2. Sell the Candidate Through the Candidate's Eyes. With the assistance of a skilled recruiter, try to understand the candidate's personal value system and hierarchy of needs -- i.e., what turns the person on. If, for example, the individual chafes at the rigid hierarchy found at his or her current employer, extol your organization's informality and team approach. If the individual is blocked in his or her job, discuss opportunities for advancement in your organization.
3. Understand the Candidate's Obligations to Others. While Federal and state employment laws restrict the ability of employers and their agents to inquire about marital and family status, most candidates will volunteer the existence of a spouse, significant other, daughter in her senior year of high school, elderly parent, etc. If, for instance, the candidate has informed you of a working spouse, could either your company or its search firm be of assistance in helping that person change jobs? In the event a candidate does not reveal such information, it is legal to inquire if there is anything that would limit his or her ability to accept and perform the job.
4. Don't Overlook Quality-of-Life Issues. Perhaps your company is in Des Moines and your candidate lives in New York, or vice versa. When relocation is involved, something is going to change -- and that's likely to make the candidate nervous. Thankfully, in the entire 37-year history of Sanford Rose Associates, there has been only one client who could think of nothing positive to say about the local community.
If your candidate is moving from New York City to Des Moines, emphasize such positive factors as reduced commuting time, midwestern values, safer streets and cost of living. If your candidate is moving in the opposite direction, sell the cultural and athletic attractions of the Big City, the stimulation of being in the center of things and so forth. As in all other aspects of successful recruiting, try to understand the concerns of the candidate and his or her family -- e.g., can we find good housing at an affordable price, how good/safe are the schools, can we still go skiing, etc. -- and respond to them.
5. Make the Candidate Feel Important. Even though the ultimate objective of the interview process is to qualify a candidate as being good enough to deserve the job, little is gained -- and much may be lost -- by communicating this to a prospective employee. Instead, treat each serious candidate as a talented and valuable individual who is evaluating the possibility of a future with your company. The best test of your success is when those who don't get the job still have great respect and admiration for your organization.
6. Keep in Mind that Actions Speak Louder than Words. Throughout the recruiting process, you and your colleagues are sending subliminal signals to the candidate that either reinforce or contradict the glowing words with which you describe your place of work. Here are some reinforcing signals: keeps appointments, has a sense of urgency, really needs to fill the job, sings from the same song sheet as fellow managers, keeps me informed, is highly focused, sees the future and knows how to get there. And here are some contradictory signals: breaks appointments, lacks urgency, doesn't seem to care if the job is filled or not, paints an inconsistent picture, keeps me in the dark, lacks focus, drifts from day to day and hopes for the best. For which organization would you like to work?
7. Understand Your Candidate's Shelf Life. Presumably, time is of the essence in your search because you are losing money each day the position remains unfilled. (If it costs you more to fill the job than to leave it open, reconsider.) Remember also that time is of the essence to most candidates too. In virtually every buying situation, interest eventually peaks. Like waffle batter left out too long, the candidate's interest in your position will eventually curdle.
8. Believe in the Opportunity You Are Selling. In fund-raising, it's a proven fact that volunteers who pledge their own money before asking others to give are three times more effective. That's because they have convinced themselves first. In a matter as important as changing jobs (and possibly one's career), don't expect a candidate to feel more enthusiastic about the opportunity than you are in communicating it.
9. Don't Lose Millions to Save Pennies. The recruiting process requires a series of expenditures as the search progresses -- for professional outside assistance, for interview and house-hunting trips, for relocation expenses and for the offer package itself (salary, benefits, signing bonus, incentive compensation, stock grants and options, etc.). Unless you believe that employees have relatively little influence over your organization's success, economizing on those aspects of the recruiting process that identify highly qualified people and lead them to accept employment are false economies indeed.
10. Hit a Home Run. It's the bottom of the ninth inning with two outs on the board, the game is tied, no one's on base and you're at bat. It's definitely not the time to strike or fly out, and it's only somewhat better to get yourself on base. There's only one sure-fire thing to do: hit a home run. Now it's the bottom of the ninth inning and you're about to make your best offer to the best candidate you've found. The same principles apply: give it all you've got. Make the candidate feel truly wanted -- by the words you say, by the actions you've taken on his or her behalf and by the offer package that you and your search consultant have designed. There's no such thing as a home run every time, but you've just maximized your chances for success. And when the candidate says, "Yes, I accept," you'll have the confidence that he or she will arrive in a few short weeks both enthusiastic about the job and gratified by the opportunity.
If you work in a large, multi-unit organization, others – including the corporate Human Resources and MIS Departments – might appreciate copies of this issue. These can be ordered from your Sanford Rose Associates search consultant.
©1999 SRA International, Inc. All rights reserved, including electronic reproduction or alteration. This SRA Update is published for the clients of Sanford Rose Associates.