Cutting Down On Candidate Defections
By Gary Kaplan© NCHRA The HR Bulletin. March 2001.
Just when you think you've got 'em signed on, your prized candidate bows out. It can happen at any stage of the recruiting-hiring process, and for any number of reasons.
Common Reasons for Losing Candidates
Essentially, candidates defect because somewhere in the process, a clue was missed, a dropped hint was not picked up on. The most common causes are:
- Lack of deep knowledge about the candidate
The sought-after candidate may be dealing with personal or family issues, an unexpected crisis a geographic/travel concern, or concern about the proposed job's responsibility, title, reporting, growth and promotion prospects, or just plain seriousness about changing jobs.
For instance, one candidate decided late in the process that the medical resources were not sufficient for his handicapped child in the new company's location. Another's spouse refused to give up an accustomed living environment. From aging parents to the company's competitive prospects, not knowing the candidate and his/her concerns thoroughly and dealing with them are enough to dismiss the opportunity.
- Candidate remorse? cold feet
Fear of change is a compelling emotion. Some executives may leap at the proposed position, only to have misgivings set in as the recruiting process gets underway with its demands on time and interview performance. Giving up a known environment is not easy for most.
- Failure to establish a personal relationship with the candidate
Internet and cold call recruiting lack the personal relationship-building that is characteristic of contemporary recruiting practices. If the candidate does not feel a personal connection with the recruiter, it is all too easy for him or her to opt out. Good recruiting also involves a concentrated effort to know the desired candidate as a person and develop a trusted relationship.
- Lack of candidate consideration
Executives especially, are used to being treated with warmth and dignity. Too often, company interviews are not structured, from the welcome to the good-bye, to reinforce the company's concern with him/her as an individual. Top-of-list candidates should be treated accordingly by every person who comes in contact with him/her, including the receptionist. Candidates these days are not willing to go through long, complicated interviewing marathons or protracted decision-making. It's too easy to entertain other competing offers or just stay put.
- Out of the blue
Sometimes, candidates back out for unforeseeable reasons. For example, one candidate was unhappy with his temporary accommodations at a local hotel. Some things are just beyond the company's and the recruiter's control.
Lesson the Risk
With executives still in a buyer's market, HR and their recruiters would be wise to make sure that these things that are within their control are set up to minimize losing desired candidates.
- Prepare the hiring decision-makers for a decision
Too many companies lose top-drawer candidates because a final decision is slow or stalled for whatever reason. Make sure the open position is not subject to office politics, blind-sided (as in, the founder's nephew suddenly becomes a candidate for the job) or the hiring manager has a hidden agenda or has trouble making a commitment. Delaying a decision is a sure way to lose a candidate to another company. Know at the onset of recruiting how quickly you can expect an ultimate selection once candidates are presented.
- Know the candidate thoroughly
Beyond the family and personal concerns, recruiters should know the candidate's hot buttons and relate them to the proposed position: challenges, vision, ability to make change, expectations, unique company qualities that are especially appealing. As relocation is a major dropout trigger, involve the spouses' and children's issues as quickly as possible. Make sure the candidate has a realistic grasp of what a move entails for all concerned.
- Over-communicate with candidates
Provide plenty of company and position information candidly in advance: company history, the working relationships, the position and especially the corporate culture, be it ties or jeans, what the company looks for in its employees, career paths, and constraints.
- Walk them through the interview process beforehand
Prepare candidates before the interview by giving them some insights as to what they can expect through the process and what to expect each step of the way. Let the candidates know whom they will be meeting and their roles in the organization, how many interviews are necessary and the time frame in as much detail as possible. A well-prepared candidate is much more comfortable with the process and more likely to stay tuned.
- Stay in contact with the candidate at each stage
Let him/her know the interview's outcome, either favorable or not, right away, rather than stringing a candidate along. Honesty and candor create favorable impressions, for that person may one day be a customer or in a position to recommend the company. Staying in touch also involves the candidate further while allowing any candidate hesitations to surface.
- Respond to candidate concerns honestly and promptly
Rumors and misinformation abound. When questioned about the company, its plans, management and business direction, don't misrepresent the company but answer with facts in order to calm spoken or hidden fears.
- Detect wavering early on and throughout
Candidates may have one set of concerns allayed, only to have others arise. Be aware that each concern must be met up until their first day on the job and thereafter.
Anticipate each candidate's turn-off points and which candidates are not likely to stay the course. Better to narrow the field as soon as possible than to be disappointed after a great deal of time and resources have been spent on those who weren't serious in the first place.
Above all, promising executives need to connect with the company and see themselves there. Every contact between the candidate and the hiring company should be warm and inviting. Informal meetings, meals and tours with the company's senior executives help develop that connection so that by the time the offer is made and accepted, the new hire is already familiar and comfortable with the people there.
After the new executive is installed, continue the relationship by anticipating questions, provide coaching or partnering with another executive, and generally smooth the way. Productive executives should not be bogged down with the details or frustrated by procedures. If they are, that becomes another reason for them to take executive recruiters' calls.
Without question, the search for and placement of A level executives is of strategic importance to an organization. Doing the job well does more than replace an executive successfully. It speaks well of the HR department for its skills, resources, intelligence and forward-thinking in shepherding the health and welfare of all those involved.
