Some Ailments that Afflict Hiring Managers (and the Rx to Solve Them)
August 5, 2013
We all know that when hiring managers drag their feet through the recruiting process, it can result in the loss of candidates and be very frustrating for all parties involved. But that isn’t the only affliction that can afflict today’s hiring managers. Here are a few others, along with the remedies that can help lead to a healthier hiring process:
“I love the candidate, let’s just make them an offer” syndrome
I bet you don’t think this is a problem do you? Well a lot of mistakes happen when hiring managers make up their mind in an instant on a candidate and do not weigh them against other candidates. In this instance, a hiring manager can develop tunnel vision and neglect to read warnings signs or red flags that the candidate may present.
Rx: Never make a rash decision. End the interview, and let the candidate know your interest. Then conduct in depth reference checks. Let me repeat: in depth. Not the “how did the candidate get along with others” kind of reference. Get into how the candidate should be managed, push the reference to give specific examples of successes and failures and how they were handled. Then, think about the feedback other interviewers gave on the candidate. If you are still on the fence, meet other candidates. Only then will you be prepared to make your offer.
“Sell me on your background and tell me why you want to work here”- itis
I am always happy to hear that hiring managers have passion for their company, but at times this passion clouds their ability to sell their company and the role to a candidate because they imagine that’s a given. A lot of times I hear the hiring manager putting all the pressure on the candidate to prove his or her value, forgetting to sell the candidate on why the company is such a good place to work.
Rx: Keep in mind that a career move is a huge life decision, and candidates want to make an informed decision. If you consistently push them to sell you on themselves you may end up deterring them. Meet the candidate half way and sell your company!
“Let’s go through 12 rounds of interviews” disease
Believe it or not, this disease runs rampant through startups. You start the interview process with an idea of who needs to meet the candidate, and before you know it you are throwing in interviews and phone screens at the last minute, and scheduling the candidate to speak with everyone and their mother. This does not make for a positive candidate experience, nor is it an effective use of your time.
Rx: A hiring manager should be just that — the manager who is hiring. He or she should run the show, there should be a set amount of interviews in place, and you should stick to that. The more you stray from the interview process the longer it will take to get someone hired. Not everyone ultimately needs to sign off on your choice candidate.
Have you ever worked with hiring managers with similar maladies? What was your Rx?