Hunt Big Sales Guest Faculty post by Dave Hickman
Right now in the US talent marketplace, the two toughest roles to find, attract, and hire are IT specialists and great sales people. Sales people are everywhere you look, however the great ones who can hunt for leads, think strategically, build trust and then close business are as difficult to find as unicorns in a blizzard.
Over the last 15 years, we’ve helped companies hire over 4, 000 sales reps, management, and leadership professionals in critical revenue generating roles for startups through Fortune 500 companies. Because sales professionals come in all kinds of sizes, shapes, and flavors that relate to products, services, industries, types of decision makers, and size of deals, no one size fits all criteria. However, what matters the most is they exist to drive revenue, and a bad hire will cost you 3X their salary if terminated at 12 months. With an investment of that magnitude, having the right strategy and process in place to minimize risk and increase probability of success is absolutely critical.
Therefore, we’ve compiled the top 6 mistakes we see hiring managers make when attracting, assessing, and hiring sales professionals. Focus on a couple at a time and gain confidence in your decisions to hire great sales people.
- Misaligned your sales profile to what you’re selling - If your average sale is 3k, 30 day sales cycle, targeted to one low/mid level decision makers at fortune 1000 companies, you don’t need a highly skilled strategic sales person who is used to closing 500K deals over 6-9 months with multiple buyers. This is a common mistake companies make when they want a whale hunter but really need is a transactional sales person.
- Don’t use Competencies as data points– Managers understand skills, cultural fit, and hunter/farmer descriptors. However, when it comes to competencies, most organizations outside Fortune 1000 fail to understand that competencies such as persuasion and influence, attention to detail, critical thinking (to name a few) are absolutely critical when hiring the right person.
- Ask the wrong questions– Behavior-based questions are questions based on past experiences and have the highest correlation to future success. Use them…they work!
- Break the 90/10 Rule– The 90/10 rule for hiring is that you should be listening 90% of the time and speaking 10% of the time. This ties to #3. If you are asking behavior-based questions to determine how well the candidates exhibit the competencies, you will be listening a lot more than speaking. Most sales managers want to “sell” the candidate on the opportunity, or ask situational questions and mutually engage. Big mistake. Ask the right questions and listen. You’ll be surprised on what you learn.
- Waste precious time by vetting candidates late in the process– Vet often and early. Saves you, your organization, and the candidate time, which gets you one step closer to finding the right person.
- Hire on gut, on resume and personality– Have you ever heard someone say, “Man, that guy was a stud! Looked good in a suit! Great handshake and presence. Star performer!” After 6-12 months when the candidate crashed and burned, we hear, “How could I have been fooled? This guy was not who I thought he was.” The reason is too much weight on external factors cause a bias that prevents objective assessment during the rest of the interview process. I agree that some of these external factors are relevant, especially if you sit in your customer’s shoes and ask if they matter to them. But they are only external data points that fit into a bigger picture. Weighing them more heavily than the rest of the factors increases your risk of blind spots that will have you wondering what happened. To find the real truth, all data points fill in the picture of how past (and recent) behaviors will impact future performance.
These six mistakes are the ones that create the hiring failures that plague not, just the sales leaders, but all leaders when hiring. Within each mistake listed is an alternative approach designed to improve your frequency of hiring the quality talent you need.
Hunt Big Sales is an Award-Winning Sales Consulting Firm Specializing in Large Account Sales
The challenge for most $10 million to $250 million companies is they are good at sales, but not good at sales strategy. Hunt Big Sales is a sales strategy company that provides CEOs who are unsatisfied with their growth rates a proven process:
- Doubles their sales conversion rate,
- Doubles the size of their average sale and
- Doubles the rate in which they double the size of their company.
Visit them at www.huntbigsales.com
This blog originally appeared on Hunt Big Sales Guest Faculty Blog http://ow.ly/10os0N
Written on Aug 27, 2015. Appears courtesy of The Ohio Society of CPAs
By Dave Hickman, founder and president, Avancos Global
In 1999 there was both great anticipation of moving into a new millennium and great fear of how a computer glitch could potentially shut down all our computers and take us back to the Stone Age. It is both scary and exciting to think about the changes coming in the years ahead.
Change continues to be our biggest challenge.
In helping companies improve hiring outcomes, we work with people at multiple levels who have a range of opinions on how hiring should be done. Those views are formed and ingrained as fact based on their past history and experiences, which brings up an interesting observation: we notice the majority of people understand how recruiting has changed and evolved, but they still hire with the same tools, processes and strategies as they did 10-15 years ago, resulting in bad hires. As many studies have calculated, when a bad hire costs an organization two-and-a-half to three times their salary over one year with very little results, not a lot of companies can afford such inefficiencies.
I can imagine you know people inside your company that still think talent is easy to find and that resumes come from newspaper ads, job boards and headhunters. They think the candidates should be grateful for the interview and therefore, the onus is on the candidate and not on the organization to build a long-term relationship.
But before you judge, check yourself. You might not be checking the mail every week, but are you still running a post and pray strategy, or thinking LinkedIn is the end-all-be-all, or relying on headhunters to work their “special top secret network” to get you candidates? If you answered yes to at least two of these, then you are at risk of falling behind your competitors, who are becoming more proactive to win over the same talent you need now and WILL need in the future.
I get it. It’s easy to get comfortable, and to be fair, resources provided to Talent Acquisition teams have been lean since 2008, leaving hiring managers and Talent Acquisition departments to do the best they can with limited resources. Outcomes suffer and business growth suffers. Overworked, under-resourced and under-utilized have been the symptoms of the Great Recession.
So what can you do bring change and improvement to your organization?
Here’s some advice:
1. Build a modern strategy. This starts with Talent Demand Planning, which ultimately maps out your current organization (roles) and projects what the future organization will look like. There are of course trigger points that impact your future needs, such as attrition, growth or lack thereof and M&A. But in any case, planning around the future is more proactive in aligning resources to the business. Once established, it boils down to the best strategy, processes, people and tools needed to identify, qualify and attract talent.
2. Think marketing and communications to connect. Hiring has always been about communication, and in today’s competitive talent marketplace, it’s imperative to be a positive voice to your future employees. By starting with data that captures your entire talent pool, you can build a target market for ongoing communications and connections. Use the data captured in Talent Intelligence to connect with news about your organization that would appeal to the target audience. This turns reactive hiring into proactive recruiting (Talent Pipelining) and provides a competitive advantage for attracting talent.
3. Process. Process. Process. Process in identifying, qualifying and attracting talent is most critical. From talent planning to onboarding, a process needs to be clearly defined on who does what, by when, with defined success points as milestones. Make clear how the process works and how long it will take in each of these stages, along with contingency plans to your original strategy (i.e.: headhunters, employee referrals, or other tools) just in case market conditions dictate a more aggressive approach.
Changing behavior is one of the most difficult challenges for leaders in talent acquisition. It takes a well thought out plan and the courage to tackle issues that have been in place for a long period of time. In the end, bringing quality improvements to your program will win better talent and add true business value.
Dave Hickman is a founder and president of Avancos Global. With more than 16 years of providing leading edge workforce solutions for global companies, his passion to learn has become an obsession to create talent management solutions that matter.
Get to know Dave in this video and stayed tuned to OSCPA news for future posts on talent management topics.
With the expansion of social media, potential candidates have become easier to identify, easier to contact, but not necessarily easier to recruit.
We see companies experience candidate behavior that seems like disinterest, when in reality, there is interest but a sort of “data overload” as the talent is highly sought after and frequently approached about new career opportunities.
There is a lot of noise out there. And in order for companies to be noticed, making an effort to have real conversations with candidates provides an opportunity to connect on a more personal level that allows for a better understanding of their career perspective. When their needs are understood, the possibility to convince them to explore a new opportunities is much easier.
Whether companies use external or internal hiring teams, a conversation early and frequently with our clients enables a clear focus on identifying specific factors that will attract talent faster and better than the competition. In today’s market, it is more important than ever to have that edge. That one or two key selling points that will gain the candidate’s interest and establish a baseline for moving the conversation forward.
The next step after interest is established, is ensuring communication and information exchange is efficient and effective. As mentioned earlier, candidates are overloaded with information and less inclined to engage in new information. The messaging is key in gaining their attention in both a short term and long term strategy. Therefore, it is worth the extra effort to carefully consider how, where and when to structure the message for maximum results.
We have found to build a true pipeline of talent for future roles, a strategy like Talent Pipelining allows for a consistent message over longer periods in a structured way will pay big dividends with speed and quality of hire. It works by focusing the transfer of relevant information that usually, has nothing to do directly with an urgent hiring need. Instead, it has the intention of outlining the benefits of working with a specific company and delivered over time. This approach allows the potential candidates to become more familiar with the company, and thereby making it easier/quicker to engage the talent once there is an actual hiring need.
How are you reaching potential candidates before you have a need? Are you just adding to the noise by posting jobs, or do you have an intentional strategy to attract the best and brightest talent pool for your company’s current and future needs?
In our world in helping companies improve hiring outcomes, we work with people at multiple levels that have a range of opinions on how hiring should be done. Maybe you experience this as well, as it is very common for opinions to be formed and ingrained as fact based on their past history and experiences. But what I always find interesting is even though the majority of people understand how recruiting has changed and evolved, there are still the late followers who see hiring as it was 5-8 years ago. You know who they are and probably have one or two within your company that still believe talent is easy to find, resumes/CV’s come from newspaper ads, job boards, and headhunters.
But…. before you judge, check yourself. You may not be checking the mail every week, but are you still running a post and pray strategy, or thinking LinkedIn is the end-all-be-all, or relying on headhunters to work their “special top secret network” to get you candidates? If you answered yes to at least two of these, then you are at risk of falling behind to your competitors, who are becoming more proactive to win over the same talent you need.
I get it. It’s easy to get comfortable, and to be fair, resources provided to Talent Acquisition teams have been lean since 2008, thereby leaving Talent Acquisition to do the best they can with small budgets impacting their lack of people, tools, and process to get the outcomes needed by the business. Overworked, under resourced, and under-utilized has been the symptoms of the Great Recession.
So what can you do bring change and improvement to an organization that hasn’t seen the dramatic market changes over the last five years in sourcing, recruiting/attracting, and assessing talent? If they are still stuck in 1999, then they haven’t seen how to win the talent war with the right people, processes, and systems in place, thereby making hiring outcomes better, faster and cheaper.
- Seek to Understand: Recognizing this is an issue of change management means you will first need to understand their world and thought process in order to align your future solution with their beliefs and tenets they hold true from the past. By gaining their opinion on what needs changed and why, they will have a voice in improving the process for better outcomes and establishes trust with your key stakeholders to insure implementation compliance/support.
- Become a Trusted Advisor: by providing data with analysis to support your program, make sure your rationale aligns the data with implications and impact on business outcomes. When there is no clear connection, change and improvements will stall. What clearly needs to come across is how the innovations in sourcing via Talent Intelligence tools and innovations in proactive recruiting via Talent Pipelining has turned recruiting into a competitive advantage vs. reactive overhead.
- Process. Process: most critical to improvements is process. Process in sourcing, process in attracting, process in screening/assessing, process in interviewing, and process in onboarding. Make clear how the process works and how long it will take in each of these stage gates, along with contingency plans (ie: headhunters, employee referrals, or other tools) just in case market conditions dictate a more aggressive approach.
Changing behavior is one of the most difficult challenges for leaders in talent acquisition. It takes a well thought out plan and the courage to tackle issues that have been in place for a long period of time. In the end, how you bring people along with your ideas will, over time, bring speed and quality improvements to your program, thereby winning better talent and the respect from your organization by adding true business value.
I have worked in corporate recruitment for nearly 20 years and have learned that growth or efficiency expectations can enhance or cripple a company’s talent acquisition strategies. For example, a company still using paper CV’s and application forms are expected to move to a global applicant tracking system (ATS) overnight. And it never happens! Or perhaps an organisation that is decentralised, without careful thought may have challenges centralising to a shared services model. Or better yet a firm who is looking to be more proactive than reactive by having a Talent Intelligence led process combined with a Talent Pipelining communications process to align with the business growth expectations is so radical, it is perceived to cause chaos.
Change is hard. Change is painful. Change is GOOD! It really boils down to how to accept and adopt change to improve outcomes. A thoughtful and careful approach will help a great idea that may be considered wishful, turn into reality.
The key is to understand your current state, set realistic expectations, milestones, and messaging that will move you steadily toward your future state goals. As I reflect on what has worked and not worked in my career, here is some of what I have learned:
- Drive your plans with facts and keep emotions out of the equation.
- Understand how people influence, hear, and respond to messaging; learn their success language.
- Present like a project manager. Instead of focusing on your successes, make sure to communicate wins, challenges and next steps in a clear, concise way.
- Know how to use data. Sometimes data in an organization is “dirty.” If the data is not accurate, footnote the limitations and your assumptions in your findings so your presentations can be better quantified.
- Create a phased approach. The answer to the question "how do you eat an elephant?” applies here. Sometimes the only way to get things done is to “eat them one bite at a time.” Be okay with presenting your strategies in phases.
- Know the true meaning of success. The happy place for talent acquisition is both qualitative and quantitative, but often, the feeling of success or failure is deeply personal. To drive success within your organisation, you need to show wins across the business.
Get rid of wishful thinking by setting realistic expectations that gives you, your organization, and your partners, the best shot at success. By using the tips outlined here, you can make sure you are on the right course for making lasting, positive change that will stand the test of time. Avancos has helped hundreds of firms to realise both an aspirational and realistic talent acquisition strategies.
What is clear in business is change is inevitable. The journey through change to achieve better outcomes begins with modifying processes, systems, and people. And by breaking it down into smaller chunks or mini-projects, change becomes agile to the ups and downs of the business, thereby improving efficiencies and results. We recommend measuring potential talent pools ahead of time so the business can make informed and better decisions on talent issues and timing. Once the talent pool is identified a talent pipelining communications process and system can be implemented to drive consistent communications across multiple channels ensuring that fresh data can be provided to the business in near real time. Reality…. not wishful thinking.
If you would like to learn more about why and how organisations similar to yours are turning to Talent Intelligence and Talent Pipelining to improve speed and quality of hires, then please do make contact.
Talent Acquisition. Made Simple.
In today’s world you cannot go more than two minutes without being hit with an advertisement for the next big health trend or miracle food. One of the healthier things that American’s typically default to on a menu during the millions of daily lunch meetings is salad. If we think about it, salads can have a variety of healthy fruits and vegetable depending on your taste preferences and they come in all sizes. Different ingredients make the salad; from lettuce, green pepper, cucumber, nuts, tomato, spinach, and many others. Without a multitude of healthy ingredients, the salad would be bland and less nutritious.
So how does this crazy description about the ingredients of a salad relate to hiring?
It relates to the type of team you build to grow and run your business. Your team can’t be all the same, they need to have various skills, experiences, and competencies within a culture that works together to reach goals greater than the individuals.
The thinking that you need more people like you, to help your business grow, risks an effective growth team, a bland team that is equivalent to a salad with nothing but lettuce. By adding the different skills, experiences, and competencies, you enhance the overall scope of the team by gaining the strengths that work well together in achieving organizational goals.
Do these five things to evaluate the strengths and team members that best represent your winning team:
- Clearly identify your organizations ideal outcomes and by when they need to be achieved
- Define what skills, experiences, and top 4 competencies will be needed for each person on your team
- Rate your team (use scales of 1-5 or A, B, C) against the criteria and identify the gaps
- Determine if the gaps can be developed or the team member needs to be replaced
- Make a decision and move forward
It sounds simple, however many leaders fail to recognize that leveraging the differences in people provides 3X results as it allows their strengths to complement each other. So like a crazy reference to a salad, add the right ingredients to the nourishment for your business to grow beyond your expectations.
In business, we’re taught to understand our competition in order to maximize our own performance and growth. Whether it’s for product placement, go to market strategies, financial comparisons, or operational efficiencies, we have to know where we stand on the playing field against our competitors in order to make the right decisions and continuously improve.
So why do functional areas like talent acquisition/recruitment seem to be reactionary and lacking insight into the market when competing for talent?
This is a missed opportunity for Talent Acquisition/Recruitment Leaders to be seen by executives as deserving a seat at the executive table. In the blog “6 Things About talent Your CEO Wants to Know”, a main point explains that to have perceived value with the C-suite, a positive impact on the business needs to be consistently demonstrated. There is clear evidence that when HR and talent acquisition professionals come to the table with quantitative and qualitative data to demonstrate problem solving solutions, they are treated like any other business function or unit and have a seat at the table.
The perception of value only occurs when the data tells a story that provides insight into what the market is doing, where it’s going, and an understanding of changes caused by variables such as competition. This is the type of insight that will leverage strengths, capitalize on opportunities, and get you noticed.
So where do you find such insight into the market besides Talent Intelligence? Your competitors. Their behaviors will provide all the information needed to learn from and improve your organizations’ efforts.
Here is what you can learn from your competition:
First Impressions Matter:
First impressions matter in all walks of life, and it’s no different when a candidate looks at you or your competitor’s talent or employment brand. They will evaluate the culture by reviewing the messaging, what you stand for, and what’s in it for them to grow and develop their careers. As W. Craig Jelinek, CEO of Costco recently stated, “culture isn’t everything, it’s the only thing”. Future employees want to connect with a brand, therefore your talent brand has to align with their needs in order to be relevant.
ExactTarget (now Salesforce, after their recent acquisition) is a great example on defining what “Being Orange” means to potential employees. Over the last several years, the “Be Orange” employment brand strategy has dominated their competition by attracting the best talent in their local markets.
Frequency of Impressions:
More is better when targeting the right talent pools with your talent brand. For instance, if your competitors are concentrating on the millennials that you want to hire, then find out where they spend their talent branding monies in relation to social media. If Facebook, LinkedIn, Twitter, and social media platforms (there’s a new one every week) are where they are hanging out and your competitors are there and you are not, then you will lose.
Their Interview Process:
If their interview process is clearly articulated or their process is shorter than yours, then your competitors will hire more and better. Find out what they do through conversations with other candidates or employees who have worked there in the past or been through their process.
Connecting when they’re not looking:
If your competitors are communicating to talent pools through Talent Pipelining strategies, then next time the talent is looking for a new role, whose brand will they remember first? Talent engagement also provides insight into push and pull factors that, over time, will help match to their needs when the time comes.
There are the typical metrics that allow you to gauge how your competitors are doing against your strategy. But if you want to improve quality and take the gut out of hiring, find out what questions and interviewing models they use. Do they use case studies, panel interview, situational questions, assessments, and/or behavioral based questions, and how do they measure quality?
Gathering information to provide insight takes awareness and intentional actions to learn what is exactly going on in the talent market. Continuous improvement is the goal.
How are you evaluating your competitors to improve your Talent Acquisition outcomes? Join the discussion and contact us.
CEOs are a unique group in that their patience for performance is thin, energy levels are high, and their key focus is on moving the needle for the coming year. They express cautious optimism and high anticipation to whether their teams will execute the plan and grow the business as expected.
Talent is critical to their company’s success, therefore CEOs will focus on whether the organization’s People Strategy is aligned with current and future business demand.
With this said, you will want to be prepared to answer some tough questions that will provide your leader comfort that their plan is safe from disaster.
- Do we have the right people (meaning skills, talents, cultural fit) in the right roles? What is your plan to add, move around, or move people out of the organization in order to hit our objectives?
- Where do our A players come from and how can we duplicate them at all levels?
- Who is leaving or left us and why? Who is at risk and why? What are we doing to retain our top people? (retention strategies around development, stay interviews, communication and feedback plans)
- Is our talent planning process effective in ensuring we are proactive and achieving high quality “just in time”?
- What is the talent pool look like for our most critical hires regarding compensation, benefits, career opportunity, reputation of our organization? And what can we do to be the most competitive with minimum viable investments?
- How will you better attract, source, screen, and assess great talent better in 2015 than last year? (use metrics and a clear plan)
CEOs are measured on moving needles, so if you want to help them move the needle in 2015, be prepared to provide the answers, data, and a plan that will help them execute the business strategy. When you’ve accomplished this feat, then you’ve earned your right at the executive table….until next year!
When most people think of talent pipelining they might think of instant access to the perfect candidate or instant access to a group of candidates that is prescreened, pre-negotiated and ready to go. Well, that's not always the case. While it sounds like a great idea, the reality is a tad more complicated. To briefly discuss what Talent Pipelining is, let’s first talk about what it does.
To state it simply, Talent Pipelining is the alignment of the best qualified talent that’s out there to what your company needs, when your company needs it. That’s really about it. Now you can complicate that as much as you want and add all kinds of bells and whistles but it’s just that simple. Therein lays the rub though. Most companies really don’t know what they need, nor when they really need it.
This brings us to the first thing that makes up Talent Pipelining:
- Talent Demand Planning - By taking a look at the demands coming from all portions of the business, you can fully understand what talent will be needed in your organization. Without a full understanding of what the demand of the organization looks like, you become completely reactive. And it will be a continuous loop of bad talent choices. Insert market standard cost of a bad hire stat here:
Once you have a sketch of what you need, the next key piece is knowing where they are.
- Sourcing – The numbers speak for themselves when it comes to posting open positions, the percentage of the population that can be accessed is minuscule. Referrals are great, but again, a very small portion that can be reached. Headhunters can work well, but once they get past their network, they are usually tapped out. As strong, robust, continuous, iterative sourcing function is the heart of a strong Talent Pipeline. If I’m looking for a Java developer with mobile integration experience, why can’t I just have access to ALL of them, not the three that are unemployed and responded to my Monster job ad.
- Interviewing – Most small business owners interview from a standpoint of necessity. They do it because they have to. They are driven by the fear of making another mistake and having that mistake cost them another “$186, 000” (see above). A consistent, measurable, repeatable interview process that gives consistent outcomes is key to successful hires. By having a scoring mechanism that drives consistency, the quality is increased. When we hire by gut we are tied to your internal belief system and the external stimuli that affect our judgment. Like coming to work in extra bad traffic, the dog peeing on the rug before you left the house, or that last minute science project that your son told you was due today, five minutes before they had to get on the bus. A morning like that will not put you in the best of moods to complete a thorough interview.
And that brings us to the communication portion of the process.
- Candidate Communication – Through sourcing and interviewing, hundreds of candidates may be communicated with. The timing may not be right for some and the purpose of Talent Pipelining is to have a group of candidates that know your employment brand. By having strong candidate communication processes in place, candidates that merely express interest in your company can be engaged in a dialogue over time. The candidates are stored in an applicant tracking system, your marketing group already has content, and you can automate communication via social media through your employment brands social media channels.
Avancos has built a scalable, consistent, repeatable Talent Pipelining system that facilitates our global clients growth, allowing them to achieve their business objective. Contact us to discuss how Talent Pipelining could benefit your company.
Having a great candidate experience should always be a key objective when creating talent acquisition processes or programs. Not only because it feels good to treat people well, but it is critical if you want to hire great people and enhance your reputation in the marketplace. Here are some components that could be baked into your process.
1. Start the conversation with the aim of understanding the candidates’ true motivational factors, not why they are interested in a specific role. This helps to qualify that the opportunity is the right long term match, helping assure the candidate will stay in the role and/or company for a longer period of time. What we are first looking for is an overview of the candidates push why they want to leave/left) and pull (what role/company would attract them) factors. It is beneficial to understand this early in the process, as the candidate knows less about the company/role and therefore is less likely to be able to adapt their communication to what he/she thinks the hiring authority wants to hear.
Another benefit of this is making the candidate feel that you actually are interested in him/her. This increases the likelihood the candidate will treat you with increased respect and transparency throughout the process, and also increases the chances the candidate will choose your company over the competition.
Questions such as “tell me why you are interested in this position”, could be rephrased to “what are the top four ingredients you are looking for in a role” or “if you would create your ideal position, how would it look like”.
2. Get an overview of where the candidates are in their process. Candidates have their own time frame; their own agendas and their own decision making process. Find out who else they are interviewing with, how far they are in the process, and when they plan to make their decision. You then have the option to try to speed up your process, reject the candidate or ask the candidate to prolong their decision making process. The goal is to align your process with theirs.
3. Find out critical reasons why the candidates may fall out early. This includes things like, salary expectations, openness to travel, competition cclauses, if their partners support their career move, etc.
4. Once the candidate is being interviewed and has entered into the recruitment process, feed them pertinent company information. Data points that will help them learn more about your company, the market and/or the role. It takes a little time but is worth the investment and will make a big difference.
5. Test candidate commitment after each interview. Asking if the candidate would accept an offer knowing what they know today will increase their emotional commitment and also potentially reveal any obstacles or hesitations before going into the offer stage. Always start the conversation asking what has changed since the last conversation, things always change and it’s important to understand where the candidate is at mentally.Follow up with the candidate once they have started in their new role. You have spent weeks and months building trust with the candidate and have made positive deposits into their emotional bank account. It is more likely that the candidate (employee) will reveal not only positive but also negative feedback to you, which can help in improving their situation and also help in streamlining and perfecting the recruitment process.
6. Follow up with the candidate once they have started in their new role. You have spent weeks and months building trust with the candidate and have made positive deposits into their emotional bank account. It is more likely that the candidate (employee) will reveal not only the positive but also negative feedback to you, which can help in improving their situation and also help in streamlining and perfecting the recruitment process.