The Great Impressionists:
Putting Your Company's Best Foot Forward
by Sharon M. Gazda
President, Edizen
When it comes to job interviews, everyone knows how important it is for a candidate
to make a good first impression. But don’t forget that the mirror shines both
ways: Your company must also be poised to impress top talent from the moment prospective
employees step through the door.
And don’t kid yourself. Even though layoffs are pushing more people into the
talent pool, the best candidates will always be the hardest to land. In fact, according
to outplacement firm Challenger, Gray and Christmas, Inc., displaced managers are finding
work more quickly than ever before. Results from a recent study showed that on average
it now takes a mere 2.7 months for top managers to find new gigs.
What this means for business is that the best talent is getting scooped up faster than
ever – often by your competitors. To get the cream of the crop, you have to make
your first impression count.
A Five Senses Approach
A job interview is a sensory experience, with most candidates on heightened alert.
From the moment they walk through your door, they begin sizing you up. Even minute details
can make lasting impressions–positive or negative.
Look around your offices as if for the first time. Are the magazines in your waiting
area pre-Y2K? Are the plants dying? Is the overall space well organized and tidy? Also
important: Does the receptionist know that the candidate is an expected guest?
While details like these can seem inconsequential, they often speak volumes to new
recruits. It’s similar to pulling down the tray table in an airplane to find it
covered with goo and grime. Suddenly, you’re thinking about how well the engines
are serviced.
Because you never know which candidate might be The One, every interviewee should be
given the same white glove treatment that you would give to your most valued customer,
client or contact.
Putting the Best Face Forward
When interviewing potential recruits, your process should be guided by two cardinal
rules.
- Mind your manners. The goal for any business should be to present
itself as highly professional, well organized, purposeful and well managed. These qualities
are reflected not only in the appearance of the physical environment but also in how
interviewees are treated throughout the process. I will never forget the fellow who
ate his tuna fish grinder as he was interviewing me for a management position. I sat
there watching as the mayonnaise slid down the side of his mouth. Then there was the
manager who constantly interrupted our interview to take phone calls. The chances of
a top candidate accepting a job offer after being slobbered upon or ignored is monumentally
low.
What’s more, a bad interview experience can be detrimental to your company’s image. Word
travels quickly through networking circuits, just like going to a bad restaurant. Keep in mind that
even if you’re not interested in hiring the person you’re interviewing, that person will
bid your company goodbye and tell his or her friends about the experience—both lows and highs.
- Be prepared. Timeless advice from the Boy Scouts can help seal
the deal in an interview. Have the candidate’s resume in front of you along with
some prepared questions. This will help to ensure that things go smoothly and that
you make the best use of time.
Being prepared also allows you to use the interview as a marketing opportunity. Use
it to your best advantage – demonstrate what it is that makes your company different
from other employers. Take a tour around your facility. Show off your products and processes—handing
over a free sample of the wares for the candidate to pack home, if possible. Introduce
the candidate to the team that he or she could be a part of. And last but not least,
have a copy of your company brochure and information about your benefits package ready
to give to the candidate at the end of the interview.
One point of caution – be careful not to oversell your company or the position.
Making a good first impression does not mean bowling the person over with how wonderful
your company is. Your aim is not to sell the job to the candidate. If you do, you risk
finding out later that you’ve force fit the position, leaving everyone unhappy.
How to Make Them Want You
Becoming an employer of choice is all about reputation. Do everything you can to manage
yours carefully. Here are some practical steps you can take to foolproof your interview
process
Start with a plan. Premiere companies handle every new candidate in
the same way with the same level of courtesy and professionalism. They do this by starting
with a clear plan that outlines how candidates should be treated and how interviews should
be conducted. Successful interviews usually have three parts – the opening, the
background check and the close. Begin the interview by greeting each candidate personally,
then conduct an exploration of the candidate’s past performance and finally, if
he or she proves to be someone you want, end on a high note by selling the merits of
the position and your company.
Once you’ve got a plan together, impress its steps—and the importance of
following them--on both the HR staff and managers.
Provide training. Conducting an interview is not something that comes
naturally for most people. You can’t assume that managers or other employees responsible
for the hire automatically know how to get things going with a candidate or how to conduct
an effective interview. Remember the tuna fish grinder incident—and then beware
that managers don’t sabotage interviews intentionally; they simply don’t
understand the impact of their actions.
Be creative. Find new ways to make your interview process more interactive
and effective. For example, some companies are asking candidates to tackle brain teasers – fun
mental puzzles – as a way to find out how people think, process information and
solve problems. Other companies a using the Web to initiate discussions with potential
candidates. Selected applicants are asked to complete essay questions online to determine
their ability to think strategically and communicate clearly.
Before applying any new creative approach, however, be sure to customize it to match
the position you’re trying to fill and the type of candidate that you seek.
Sharon Gazda is President of Edizen, a consulting company specializing
in Executive Coaching and Strategic HR Planning to help executives master the art of
business.
EDIZEN Insights #4
© 2001 by Edizen Corporation. All Rights Reserved.
For feedback or comments: feedback@edizenco.com.
Feel free to call Edizen at 413-788-0077 / Toll Free 866-334-9362
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