{"id":999881596,"date":"2017-02-07T13:04:00","date_gmt":"2017-02-07T13:04:00","guid":{"rendered":"https:\/\/dice.npgdev.com\/?p=198864631"},"modified":"2017-02-07T13:04:00","modified_gmt":"2017-02-07T13:04:00","slug":"using-bad-news-create-recruiter-candidate","status":"publish","type":"post","link":"https:\/\/dice.npgdev.com\/hiring\/recruitment\/using-bad-news-create-recruiter-candidate","title":{"rendered":"Using Bad News to Create a Recruiter-Candidate Bond"},"content":{"rendered":"

\"shutterstock_162044975\" Sometimes good candidates don\u2019t land the jobs they\u2019re qualified for. As a recruiter, you know it happens for all kinds of reasons, from mismatched cultural expectations to hiring managers who feel threatened by a candidate\u2019s superior credentials. Whatever the reason, it\u2019s inevitably the recruiter\u2019s job to deliver the bad news, which is uncomfortable even in the best of cases. In addition, there\u2019s more pressure around the conversation than simply gathering the will to say: \u201cThey\u2019re making an offer to somebody else.\u201d Good recruiters succeed because of their relationships, and while bad news is bad news, sharing it provides you with an opportunity both to strengthen your candidate\u2019s presentation and deepen the relationship you\u2019ve developed with them. You do this by making the conversation constructive, recruiters suggest. Of course, tech pros want to know whether or not they got the job\u2014and when they didn\u2019t, they also want to know why.<\/em> But according to Kimberly Schneiderman, practice development manager for the outplacement firm RiseSmart in San Jose, Calif., only 57 percent of the recruiters she\u2019s surveyed provide feedback to unsuccessful candidates. \u201cThey hesitate for fear of giving offense,\u201d she said. \u201cWhat they should say is the candidate\u2019s experience may have been perfect, just not for that particular company, so let\u2019s go find the right <\/em>company for you.\u201d <\/p>\n

Keep It Honest, Keep It Positive<\/h3>\n

Schneiderman\u2019s approach mirrors that of many recruiters, who say your approach to these talks should be both honest and positive. \u201cThis is the hardest feedback to deliver,\u201d observed Kelly Finn, principal consultant in the tech search practice of recruiter WinterWyman in Waltham, Mass. \u201cYou have to be honest in a constructive way. You have to help the candidate understand the decision.\u201d In such conversations, Finn uses real estate as an analogy: The client describes the kind of house they want and the realtor arranges tours of several homes. While all of them may meet the buyer\u2019s criteria, it\u2019s possible none of them will have the right feel. \u201cMost people get that kind of analogy,\u201d Finn said. \u201cThis candidate may have fit, but someone else [may] fit a little bit better.\u201d But that\u2019s only the beginning. The real meat comes when you discuss the employer\u2019s feedback about why that \u201csomeone else\u201d got the job. \u201cThe recruiter needs to get as much information [from the employer] as they can,\u201d Finn said. \u201cThey need to let the candidate know what the employer liked about them and why.\u201d From there, Schneiderman continued, the recruiter and tech pro can \u201cspend some time talking about your story and how we can refine it.\u201d This is important because, with tech talent at such a premium, employers want to keep their options open. Finn has had many companies call her about a tech pro they\u2019d interviewed months in the past. Although the candidate didn\u2019t get the job the first time around, a new role has opened up, and the company sees a fit. \u201cI go back to the candidate with precise feedback,\u201d said Justin Laliberte, managing partner at the Atlanta-based executive recruiter Lucas Group. He keeps the conversation on a positive path, and makes sure it involves more than him talking while the candidate listens. For instance, if an employer feels a tech pro was overqualified and would be bored with a position, Laliberte asks whether the candidate agrees. If they say, \u201cYes, but I\u2019d still take the job,\u201d Laliberte encourages them to focus on their original objectives. \u201cYou said you wanted to do more development,\u201d he might remind them. \u201cLet\u2019s be picky and find something that\u2019s better suited to you in the long term.\u201d Laliberte also stresses the importance of choosing your words wisely. Interjecting specific phrases and words that come off as encouraging can help elevate the \u201cno\u201d to a more positive message. For example, you might tell a candidate with experience in the manufacturing sector, \u201cYou nailed the interview and demonstrated your technical skills, but the company is also looking for experience around finance and accounting. They can see how well you\u2019d do in a manufacturing firm.\u201d <\/p>\n

Strengthening Your Relationships<\/h3>\n

Throughout all this, it\u2019s important to keep your eye on the long term. Helping a candidate sort out why they missed a particular opportunity demonstrates that you\u2019re not the kind of recruiter who\u2019s going to disappear when a job evaporates, but a professional who wants to develop a long-term partnership. \u201cIt helps the recruiter cultivate a real, non-transactional relationship,\u201d Laliberte said. \u201cClosing the loop is key to a long relationship.\u201d So is being proactive. If a candidate wants him to go back to a client and argue their case for an in-person interview before a final decision is made, \u201cI\u2019m going to do it,\u201d Laliberte added. \u201cIt\u2019s part of maintaining the relationship.\u201d Beyond that, Finn said, effective recruiters keep in regular contact. \u201cI\u2019d rather call with nothing to report and just touch base to find out what the candidate\u2019s up to,\u201d she said. \u201cYou have to feed the relationship. It\u2019s not a big-time drain, and candidates appreciate it.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Sometimes good candidates don\u2019t land the jobs they\u2019re qualified for. As a recruiter, you know it happens for all kinds of reasons, from mismatched cultural expectations to hiring managers who feel threatened by a candidate\u2019s superior credentials. Whatever the reason, it\u2019s inevitably the recruiter\u2019s job to deliver the bad news, which is uncomfortable even in […]<\/p>\n","protected":false},"author":132,"featured_media":198864631,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2155,2154],"class_list":["post-999881596","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hiring-candidates","category-sourcing-candidates"],"acf":[],"yoast_head":"\nUsing Bad News to Create a Recruiter-Candidate Bond - Dice Hiring<\/title>\n<meta name=\"description\" content=\"Sometimes good candidates don\u2019t land the jobs they\u2019re qualified for. 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