Interviews – How to deal with rejection

We’ve recently started to measure the candidate experience in our interview process. We’re early on in this process, but it’s proving interesting reading so far (see below). This survey is sent out to everybody that has an on-site interview at Lost My Name. It’s purpose to is to provide a platform to share feedback once the dust has settled post-interviews. As you’ll see from the graph below, we’re scoring OK, not great but not bad. There are certainly numerous ways that we can and will improve:

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I don’t ever expect to achieve full marks on these scores because a lot of people haven’t proceeded to the next interview stage either as a result of our decision making process or their own. However, it does give us an indication of how and where we can improve.

Looking at the results and comments, it really hit home to me the range of emotions that a candidate goes through.

Firstly, rejection is not a nice feeling. When you’ve had your heart set on a job, told family and friends and built up the excitement, it makes it all the more difficult to take. So what is the best way to respond and turn that rejection into a positive learning experience?

  1. Let it out – I’m not advocating a public display of outrage, but you need to release the anger/disappointment/frustration of missing out on that job that you really wanted. How?
    • Write it down – how you’re feeling. How did you find the experience of interviewing? What you liked and didn’t like? Why you think you missed out on the role after all? How did it make you feel to be told that isn’t right for you?
    • Talk to people – no doubt in the coming hours, days or even weeks you’ll speak to those close to you, recruiters, acquaintances and the topic will come up. You’re likely to receive the standard ‘it’s their loss’ or ‘it wasn’t meant to be’ or even ‘you should be proud for getting so far’….let’s face it, none of this really makes you feel any better does it? Find those that you trust and are willing to listen and talk through it, I promise you’ll feel better about it.
  2. Give it time – I’ve been rejected for roles in the past, ones that I’d invested significant time in preparing for…it didn’t work out and that sucks. The initial feelings of being gutted, then annoyed, then slightly bitter are all part of the process. However, like with any feeling, they pass. My biggest advice is to not jump straight to the next thing, take some time to consider options and let the dust settle.
  3. What did you learn? This is where you can turn a negative into a positive, share this experience with the company that you interviewed with. How you felt you were treated, what you enjoyed about the process. At Lost My Name, candidates can do this with the above mentioned method. Any company that is vested in improving its interview process and delivering a great candidate experience will be glad of the feedback.
  4. Future interviews – consider the feedback you received from the company. What did you do well, where did you fall short? Leverage this and take it forward to your next interview. You’ll be more confident in yourself. If there is one thing that I value extremely highly from an interviewee, it’s someone who can talk through a difficult time/situation and show key learnings from it. Successes tell you so much about a person, failures give a real insight into character, resilience and courage. Some of the qualities that we value so dearly in our teams.

You may or may not agree with the advice given above and that’s fine. Everyone is different and will deal with awkward and difficult situations differently. What I hope you will agree on is that a negative can be turned into a positive and the initial pain and frustration can quickly transform into a feeling of personal growth and maturity.
I’d love to hear other people’s views and comments on this subject as it’s one often ignored when we thinking about hiring and interviewing.

Are we becoming a bunch of recruitment robots?

2015. Recruitment tools – we have plenty. Too many? Maybe.

There was a time (before my era, mind) when recruitment was about a few simple things… people, getting to know these people, building a network and connecting this network with opportunities at your company (clients if on the agency side). Over simplified? Yes. Is this simplistic view compatible with modern recruitment?

Today’s market, particularly in the world of technology, sees the candidate in the driving seat. As recruiters, our task of finding and attracting some of the best talent that our employers demand is harder than ever. This has of course led to the rise of what I call ‘The (Recruitment) Tool Army’!

‘Recruitment is broken’ they say? Fear not; let’s build a host of products that will solve everything! Buy this and your life will change forever.

I’d like to think that as recruiters, we’re not all so gullible, or are we?

I’m not going to waffle on about what tools are good and what aren’t. There’s too much debate on that subject already and there are too many tools to cover. My gripe is with some of my fellow recruiters. As part of my job I speak to a lot of candidates, I also speak to a fair few recruiters. Some truly excellent ones. These are the ones who really get what is required and actually execute on it by trying things that others can’t or won’t.

There are unfortunately others who have forgotten what this job is actually all about. Recruiters use tools and moan when they don’t instantly solve their problems. Why would you rely on it to take your place in recruitment?

Have we lost sight of what’s really important?

I think we have to an extent. Professional and successful people want to surround themselves with smart people, they form communities of like minded people. Why? Because they continually want to learn. We, as recruiters, need to follow suit. Developers have communities, so do doctors, mathematicians, marketers. There’s no excuse not to.

So what should we do about it?

Go back to basics and have a desire to learn. When I think about recruitment and what it should involve there are certain things that come to mind:

  • Relationship-building
  • Hard work
  • Communication
  • Research
  • Respect
  • Good Timing

Think about how you would want to be approached and consider the mindset of a candidate. In the context of someone’s career they only interact with recruiters for a very small portion of that. Go to great lengths to ensure that it’s a good experience. Through showing somebody respect and that you’ve bothered to try and understand what they do you’re far more likely to get their trust. If you show you care and want what’s best for them how could somebody not appreciate it?

Learning – build a community with fellow recruiters. Some have really great advice and experience that they are only too happy to share. The London startup community is one place where this is happening. A group of recruiters are doing more to learn from each other and more importantly give honest feedback (through events).

The ‘War on Talent’ is not just one of skills shortages and competition. For recruiters, it’s also about reclaiming ground. Tools are there to complement us, not do our jobs for us. Be prepared, transparent, go to events (if you’re brave enough, speak at them – it’s worth it!) meet your candidates and get to know them.

Show understanding and a willingness to learn and people will respect you. Use this as a base and build from there. Utilise the tools you have to make things a little easier. Don’t become the ‘tool’ who blames everything else when they don’t succeed.

Having the self-awareness to boost your performance and career

A while back, if you’d have asked me what are the most important features that a company would want I would have produced a list along the lines of ‘technical skills, communication, teamwork…’ I quickly realised that beneath this lays one major attribute that can increase or decrease all of the others – self-awareness. This is a key feature of how I recruit and one that can really play a big part in boosting not only your performance but also your career.

Self-awareness is the ‘Conscious knowledge of one’s own character, feelings, motives, and desires’. Now how do motives, desires, feelings and character relate to boosting your performance and career? Behind each high performer there will be a method of working, a way that that the individual has found to be successful.  Some will be conventional like following a set process, whilst others will be less so. Now why am I rambling on about is this I hear you ask? This is so blatantly obvious!

…Well please take a step back for a second. A moment to consider what has allowed you to develop your career. Many of you will answer ‘I worked really hard’ or ‘I gave myself a target and reached it’. These are fine but the question you need to be asking is how and why? Questioning your methods allows you to look deeper into your performance. There will always be ways you can improve and you won’t find out the honest answer until you delve deeper.

How do we increase self-awareness? Can it be done?

Some will argue that you are either self-aware or your not. I disagree.  It’s not as simple as that. I believe that a higher level of self-awareness can be achieved through continually looking back retrospectively on your performance and considering what factors made you successful or not.  This seems simple but how many of you do this? I’m not talking about quarterly on annual reviews. These are specific instances, conversations, tasks. The key is in the detail.  10 minutes during the day or on the journey home…review, analyse the results, jot down some ideas and alternatives.

But surely this can only take you so far?

Correct. To be truly successful you need to combine the getting the job done, hard work, relationship building, adaptability and a slice of good fortune. Combine these and you will do a great job. Understand why they are important, what you have learnt in the process and how you can evolve going forwards and you, my friend, could be a superstar!

The role every employee can play in hiring

So….this is the second blog I have written today. The first, which was my first ever independent blog post and unfortunately suffered at the hands of a disagreement between it’s author (me) and application being used.

Here we go, attempt number two. I was going to re-type the original version but that moment has now passed and I feel that fate played a bit in the content disappearing. What I would like to discuss today is part of what is being called ‘Talent Hacking’, namely empowering employees to make decisions during the hiring process and the role the in-house recruiter plays in this. We aren’t re-inventing the wheel here but we can and must adjust our approach to the changes in the industry.

In today’s recruitment climate factors like employee branding have really risen to the fore in attracting top level candidates and proactive sourcing has become an essential feature of the modern recruiter. No longer in the interview process are decisions left solely to the senior management. Employees at all levels are utilised to provide a comprehensive assessment of all candidates. This is something that I have seen done well but requires a certain level of coaching. This is where the role of the in-house recruiter comes into play…

For smaller companies, every hire is absolutely crucial. Candidates must be assessed for technical skill set, soft skills and team fit. This is absolutely crucial as one bad hire can have a far more detrimental effect to a company that in a large, multinational corporate. To make sure that you are covering all bases you need to include current employees at all levels (with the one stipulation being that the employees involved in interviews have been at the company a sufficiently amount of time to fully understand the standard required and culture).

Not everybody is experienced in interviewing and from my own experience confidence takes a while to build up. The in-house recruiter can play a key role in ensuring that the interviewers are qualified to make an objective judgement on that candidate. This can be broken down into a number of areas:

  • What skills are the interviewers assessing at each stage of the process – Team fit? Technical skills? Set competencies? This is vital because unless guided the interviewer can easily get lost and go off track.
  • Interview etiquette – this is an interview after all so both parties are being judged, not just the candidate.
  • How they should structure their interview?
  • Time Management? 
  • What they can/can’t say – the legal part…
I think if you can cover these main points that you will end up with a fair and consistent interview process. Employees will feel empowered that they are playing a key part in growing the company and more importantly their opinion is valued. 
This is a great method to identify and make quality hires, make no mistake about it. The interview process has evolved and with this so has the role of the in-house recruiter. We have a big part to play in nurturing not only the growth of teams but the growth of employees as decision makers. Everyone in your company will have an opinion on that to hire great people, remember that as the recruiter you are the expert and this a great way to showcase your expertise to the business and win their respect.