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Robert Frost wrote that good fences make
good neighbors. A clear and constant boundary line helps
instill a sense of order, stability and mutual respect.
The same rule applies to your professional relationship with
candidates. By setting simple ground rules, you can minimize
many of the problems associated with out-of-control
behavior. And good fences will help screen out those who
might otherwise waste your time. Here are six easy scripts
designed to meet your candidate-control objectives:
1. Explain your function. I work on behalf of my clients to
fill critical positions. If your background is a match or
you can make a contribution, Ill do everything I can to
make sure you get interviewed. And if you and the employer
are interested in working together, Ill do everything I can
to generate an acceptable offer.
2. Manage expectations. The employer has a
thoughtful process for screening, interviewing and capturing
high-quality talent, and their goal is to move as quickly as
possible. That being said, scheduling conflicts can often
gum things up. So if a delay occurs, I want you to be
patient and not take it personally. Can you do that?
3. Set ground rules. Its very important
that you and I work together as a team. To get the best
results, Ive got three simple rules. First, you need to
give me good information and not tell me what you think I
want to hear. Second, if anything changes on your endan
interview with another company, a change in your job
function or salary, or even a change of heartyou need to
let me know right away. And third, all communication with my
client needs to be cleared by me. If theres something you
want to say, email or Tweet, youll need to check with me
first. Got it?
4. Understand your candidates motivation.
Ive found that when a person wants to make a job change,
it boils down to one of two reasons: Either theres
something at your current job that drives you crazy and will
never get better; or theres something you desperately want
thatll never be available. Does either of those scenarios
describe your situation?
5. Assess the risk of a counteroffer. Lets
suppose you interview with my company and they make you an
offer, and in good faith you accept the offer. But when you
go to resign, your current company offers you more money to
stay. Im curious: What would you tell them?
6. Put the brakes on turn-downs. I just
want to let you know that its my clients policy not to
extend an offer until youve signaled through me that youre
ready to accept. If there are any sticking points or loose
endsin terms of salary, benefits, duties, responsibilities
or reporting relationshipswell iron those out before the
offer is made. Are you okay with that?
While its impossible to monitor or control everything a
candidate wants, thinks or does, it is possible to provide
structure to your relationship and command a greater level
of respect. That way, youll prevent dysfunction, eliminate
surprises and, in the process, fill more jobs. |
Copyright 2010, BlackDog Recruiting Software Inc.
