With so many computer algorithms “helping” us find the right opportunity or candidate, what does the human factor bring? The goal is for Companies and Candidates to come together and “accept” an offer. To best understand how that happens, let’s start with the definition of “Accept”- to believe the goodness, realness of something”. Without that belief an acceptance of a new hire or career move won’t happen.
Acceptance happens beyond the resume, beyond the initial submission. For each side of the recruitment process to come together, simply put, it is the company’s job to not only evaluate the cultural and technical fit, but to discuss the cultural, personal, and career implications. The candidate as well is evaluating the opportunity for advancement and weighing this against the personal changes in their life a new role brings, all in 45 minutes with each key player! An almost impossible task.
The executive recruiter and/or talent acquisition specialist through multiple discussions before an interview must establish enough rapport, and through their own actions establish credibility. Only then can they assist both parties to be able to “dig below the surface”, and give each a deeper perspective on what is important to the other party, beyond the website, job description, and resume. That rapport is only built through multiple discussions that are more listening than telling. Listening to what is not said up front and delving into what is truly important is key. In displaying respect to how critical a decision a new opportunity is, you must often “slow down, to speed up”, to truly understand where interest lies before the first interview. Remember, most people make their final evaluation, not on money, but cultural fit, balance of work/life, and opportunity to shine within that company--none of which can be determined off a website, or often not in the first 30-45 minute discussion. If you optimize the “human factor”, rapport has been built through multiple conversations on both sides of the equation and you don’t waste precious interview time on specifics that can be verified beforehand. Now the conversation is a deeper dive into the company and candidates’ expectations and motivations to make a move. Don’t rely on paper or just one conversation. That time up front will save valuable staff time from unnecessary interviews, save your credibility as a hiring executive; and as a candidate, know which part of your twenty years of experience may be important to discuss!
The “human factor” is more critical now than ever before, as every role is more specialized and requiring individuals to deliver faster than ever before. Everyone must be accountable to be able to listen, verify, and exemplify strengths regardless of company or candidate, competition is still fierce to match top talent with great companies.
Acceptance happens beyond the resume, beyond the initial submission. For each side of the recruitment process to come together, simply put, it is the company’s job to not only evaluate the cultural and technical fit, but to discuss the cultural, personal, and career implications. The candidate as well is evaluating the opportunity for advancement and weighing this against the personal changes in their life a new role brings, all in 45 minutes with each key player! An almost impossible task.
The executive recruiter and/or talent acquisition specialist through multiple discussions before an interview must establish enough rapport, and through their own actions establish credibility. Only then can they assist both parties to be able to “dig below the surface”, and give each a deeper perspective on what is important to the other party, beyond the website, job description, and resume. That rapport is only built through multiple discussions that are more listening than telling. Listening to what is not said up front and delving into what is truly important is key. In displaying respect to how critical a decision a new opportunity is, you must often “slow down, to speed up”, to truly understand where interest lies before the first interview. Remember, most people make their final evaluation, not on money, but cultural fit, balance of work/life, and opportunity to shine within that company--none of which can be determined off a website, or often not in the first 30-45 minute discussion. If you optimize the “human factor”, rapport has been built through multiple conversations on both sides of the equation and you don’t waste precious interview time on specifics that can be verified beforehand. Now the conversation is a deeper dive into the company and candidates’ expectations and motivations to make a move. Don’t rely on paper or just one conversation. That time up front will save valuable staff time from unnecessary interviews, save your credibility as a hiring executive; and as a candidate, know which part of your twenty years of experience may be important to discuss!
The “human factor” is more critical now than ever before, as every role is more specialized and requiring individuals to deliver faster than ever before. Everyone must be accountable to be able to listen, verify, and exemplify strengths regardless of company or candidate, competition is still fierce to match top talent with great companies.
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