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Candidate care makes sound business sense
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Candidate care makes sound business sense
Finding ways to add value to your candidates increases your chances of making placements and getting more business, says coach Sophie Robertson.
During times of higher unemployment, she notes, some recruiters feel it`s more important to court clients rather than candidates.
"But whether you perceive that your job is to provide a service or to provide people, you still need to look after the candidates. If you feel that you provide a service then remember that your customers are both clients and candidates. If you perceive that you provide people then candidates are actually your product. If you don`t look after your product you will be useless to clients.
"Either way, there are weighty business and moral arguments for why you need to be particularly sensitive to candidates` needs now."
Robertson, the director of YouNique Coaching, says one way - arguably the best - to add value to candidates is to increase their skill set.
"When employment is high, companies `make do` [with the candidates available in the market], but when employment is lower, candidates need to have more skills than before to secure a position.
"As a consultant, share this knowledge and suggest what type of skills your candidates need for their particular industry."
The agencies that offer testing can generally also provide some in-house training, she notes. "Schedule your candidates in for half-day training on Word, Excel or PowerPoint. They acquire more skills and gain confidence, and you get candidates and temps with more skills at no extra cost.
"You will also get measurable loyalty from your candidates because you`ve shown you care. While they are in your office training, get on the phone and market them!"
Don`t be afraid to give advice
Consultants should consult to candidates, Robertson says. "Give them the advice they need to present their very best whether they are out on interview for you or someone else.
"As we know, people only have one chance to make a first impression and that first impression takes about 30 seconds to cement. If your candidates need to comb their hair, dress more appropriately, polish their shoes, take out their chewing gum, take off their sunnies, use deodorant, or stop having a ciggie right before an interview, tell them in a gentle and caring manner.
"Your job is to help them find a job and this advice might be the missing link for that particular candidate. If you really care about them, they will not take offence."
Robertson recalls that she once had a great candidate who wore an earring, who applied for a job with a conservative company. "He had everything the company wanted, but I knew he wouldn`t get the job because of the earring. I didn`t want to waste his time, the client`s, or mine, so I told him what I knew and offered to find him a similar job with another company. He said that he really wanted to work for this particular company and that he could forego the earring."
Consultants shouldn`t let fears about discrimination hold them back from giving this type of advice, she says. "I made it clear that to me the earring made absolutely no difference to his ability to perform the role, but that it was my firm belief that it would clash with that company`s culture. The candidate understood, made his choice and got the job."
Robertson says recruiters should also pass on to candidates, wherever possible, feedback from their clients that explains why they missed out on a position.
"Share it with them as professionally as you can. If they got knocked back because they were negative about their last employer, tell them so they don`t make the same mistake again."
Other ways to help candidates include working on their interview techniques and ensuring they research the company and have questions ready for the interviewer.
But importantly, Robertson says, recruiters should keep in touch with candidates while they are job hunting and make efforts to keep their morale up.
"[By doing so], you will improve your own morale by knowing that you are a good consultant and that you helped someone find a job.
"It makes good business sense to treat your candidates with respect, as your personal and company brand will be strengthened.
"Remember, all your candidates are connected to lots of other people and they will share their experiences - good or bad - with others. Do not underestimate the power of the referral when people are more careful about spending. Also, your candidate might become your next big client when they land a position!"
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=5&selkey=39
During times of higher unemployment, she notes, some recruiters feel it`s more important to court clients rather than candidates.
"But whether you perceive that your job is to provide a service or to provide people, you still need to look after the candidates. If you feel that you provide a service then remember that your customers are both clients and candidates. If you perceive that you provide people then candidates are actually your product. If you don`t look after your product you will be useless to clients.
"Either way, there are weighty business and moral arguments for why you need to be particularly sensitive to candidates` needs now."
Robertson, the director of YouNique Coaching, says one way - arguably the best - to add value to candidates is to increase their skill set.
"When employment is high, companies `make do` [with the candidates available in the market], but when employment is lower, candidates need to have more skills than before to secure a position.
"As a consultant, share this knowledge and suggest what type of skills your candidates need for their particular industry."
The agencies that offer testing can generally also provide some in-house training, she notes. "Schedule your candidates in for half-day training on Word, Excel or PowerPoint. They acquire more skills and gain confidence, and you get candidates and temps with more skills at no extra cost.
"You will also get measurable loyalty from your candidates because you`ve shown you care. While they are in your office training, get on the phone and market them!"
Don`t be afraid to give advice
Consultants should consult to candidates, Robertson says. "Give them the advice they need to present their very best whether they are out on interview for you or someone else.
"As we know, people only have one chance to make a first impression and that first impression takes about 30 seconds to cement. If your candidates need to comb their hair, dress more appropriately, polish their shoes, take out their chewing gum, take off their sunnies, use deodorant, or stop having a ciggie right before an interview, tell them in a gentle and caring manner.
"Your job is to help them find a job and this advice might be the missing link for that particular candidate. If you really care about them, they will not take offence."
Robertson recalls that she once had a great candidate who wore an earring, who applied for a job with a conservative company. "He had everything the company wanted, but I knew he wouldn`t get the job because of the earring. I didn`t want to waste his time, the client`s, or mine, so I told him what I knew and offered to find him a similar job with another company. He said that he really wanted to work for this particular company and that he could forego the earring."
Consultants shouldn`t let fears about discrimination hold them back from giving this type of advice, she says. "I made it clear that to me the earring made absolutely no difference to his ability to perform the role, but that it was my firm belief that it would clash with that company`s culture. The candidate understood, made his choice and got the job."
Robertson says recruiters should also pass on to candidates, wherever possible, feedback from their clients that explains why they missed out on a position.
"Share it with them as professionally as you can. If they got knocked back because they were negative about their last employer, tell them so they don`t make the same mistake again."
Other ways to help candidates include working on their interview techniques and ensuring they research the company and have questions ready for the interviewer.
But importantly, Robertson says, recruiters should keep in touch with candidates while they are job hunting and make efforts to keep their morale up.
"[By doing so], you will improve your own morale by knowing that you are a good consultant and that you helped someone find a job.
"It makes good business sense to treat your candidates with respect, as your personal and company brand will be strengthened.
"Remember, all your candidates are connected to lots of other people and they will share their experiences - good or bad - with others. Do not underestimate the power of the referral when people are more careful about spending. Also, your candidate might become your next big client when they land a position!"
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=5&selkey=39
