You’ve worked alongside a Recruitment Consultant that you trust and you feel that they are well placed to help, they’ve sent you across some excellent candidates, you thought they interviewed well, but they’ve turned down the job before you’ve had chance to organise the next stage.
Where did you go wrong? You’re offering an excellent salary, brilliant benefits including free fruit every day and a ping-pong table – it’s what everyone wants isn’t it?
Whilst it’s true that many employers are improving their benefits packages to attract and secure top talent, not even the best rewards will convince candidates to accept an offer if the interview process is flawed.
Is this sounds familiar, here are 5 reasons why your candidates are declining after the interview.
Psychologists have reported that it only takes a tenth of a second for someone to have a first impression, which is why it’s just as important for employers to make an effort during the interview as it is for the candidate.
If you expect your candidates to turn up on time, smartly dressed, and having researched your company, you better make sure you do the same, as these points are among the most popular for candidates receiving a negative first impression.
During an interview, hiring managers are always looking for their applicants to sell themselves and demonstrate why they are suitable, which is why it is equally important for you to be passionate about the business.
If you can’t be excited about your own company, why should candidates be excited to work for you?
Sure, you’ve explained to the candidate what they’ll be doing on a daily basis, you know they can do the job given the experience on their CV, but did you sell the role?
Simply reeling off a long list of skills is not selling the role. There’s so much more to a job than the black and white skills on the job description, all of which are important factors when it comes to making a new career move.
So if you didn’t sell the role, you can bet your candidate isn’t sold on the opportunity.
Interviews are a two-way process in which the candidate learns about the role and the business, and vice-versa. So when your agenda consists of back to back competency questions and no room to breathe, how is your candidate expected to know if they would be a good fit for your role, the team, and the business?
It’s time to ditch the interview scripts. Ask open questions, listen to your candidate, get to know them, respond to their answers, converse and engage with them, and most importantly, give them a chance to ask questions of their own.
No matter how “quirky” you think those curveball questions may be, these can be an instant turn-off for many candidates.
Not only can these questions be irrelevant to interviews regardless of your reasoning behind them, beware that some questions could be perceived as invasive or even a basis for discrimination.
Unless you’d be happy being asked these questions yourself, stick to talking about the role.
So the next time you have a candidate withdraw their application after interviews, try to obtain interview feedback from your candidates following their interview and listen to them if they say they had a bad experience.
Candidate experience is king and, if there are flaws early on in the process, finding the perfect candidate for the role will rely on much more than just an attractive benefits package.