THE SHOP

September '19

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34 THE SHOP SEPTEMBER 2019 Three critical components of a behavioral response are where the prospect describes circumstances of a given interaction with a consumer, their approach and the results. You want to hire people who care about getting things done and who are motivated to see things happen. Candidates who bring their own excite- ment, energy and ideas to any job will be in a position to help your shop grow. AVOID 'GHOSTING' Ghosting in career-hunting terms occurs when a candidate interviews for a job, then receives zero follow-up response. There's also the situation where you or your hiring manager appear dismissive of a prospect's resume or application, or during the interview itself. Keep in mind that any of these behaviors toward an applicant could be construed as a sign of how you treat your employees. Employers often criticize job seekers who vanish, but the same could be said for companies that disappear, too, with a lasting effect on your reputation in the labor market. Brian Kropp, chief of human resources research at Gartner Inc., the world's leading research and advisory company, notes that "if you treat candidates poorly during the recruiting process, they're going to tell their friends. You could get away with that in 2009, but you can't get away with it in 2019." This can also damage your shop's image among consumers. More than three-out- of-five job seekers say that being treated badly would make them less likely to buy from you, according to a 2017 survey of 438 applicants and 616 employers by Future Workplace and Career Arc. While 91 percent of employers agree that candidates' experiences can affect their buying decisions, only 26 percent actually measure how well they're doing. Changes in hiring practices have made ghosting more common, as employers are taking almost twice as long deciding on new hires as they did a decade ago. By the time you've selected your first choice and nego- tiated what you're offering, so much time has passed that you forgot or neglected to follow-up with your second, third or fourth prospects. Extended hiring periods raise the stakes for candidates, who must invest more time and energy, and some are asked to demonstrate their skills such as doing an installation or diagnosing a problem. A STRESSFUL SITUATION Hiring causes anxiety for employers, too. "It's hard to say no to somebody you like, who has good skills and then turn around and say you've selected someone else," Kropp says. "It's much easier not to return a phone call or voice mail message." Most employers overlook that applicants prefer closure instead of being left in the dark. According to a 2017 CareerBuilder survey, only two-out-of-five managers are trained in how to make the hiring process a positive experience for job seekers. Any training they have received tends to be defensive in nature, more toward avoiding charges of discrimination. This only makes managers more reluc- tant to contact applicants they are turning down, for fear that in delivering the news, they are somehow opening themselves up to charges of race, gender or other bias. Recall that we said you need to be pre- pared. Candidates who sense you don't care to invest much in the recruitment process, Interviewing Tips for Shops After planning and structuring the assessment, interviewers need to help candidates provide good information that reflects their true potential.

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