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When organizations embark on a search process, the focus is often on assessing candidates and interpreting candidate behavior to imagine who the candidate will be as a leader. However, it is important to remember that when interviewing talent, we are not only “buying” or trying to find the right person for the organization, but also “selling” or trying to convince candidates that we are the right fit for them. Each step of the hiring process signals something to potential candidates.
From initial outreach, to the job description, to the scheduling process, follow-up emails, and the refreshments served or bathroom breaks offered at in-person interviews, each interaction with a candidate provides crucial information about who an organization is and what it would be like to work for them.
Therefore, it is imperative for organizations to be intentional about the signals they send to candidates throughout the hiring process and ensure that the messages they communicate are an enticing reflection of their organization. So, what does your hiring process say about your organization?
Do you want to signal that you live your values?
- Include your values in the job description. Let candidates know not just what you will be doing, but how they are expected to do it. Show the candidate what is important to you from the very first touchpoint.
- Ask interview questions based on your values. If you say that you value DEI, ask candidates about projects they’ve led or results they’ve achieved around specific DEI metrics. If you claim to value collaboration, ask about how they have partnered with others to achieve results they wouldn’t have been able to achieve alone. Each question is an opportunity to show a candidate what you care about, so choose wisely!
- Include key stakeholders in the interviewing and decision-making process. If you say that you value inclusivity, transparency, or community, show that to candidates! Make sure that they meet with staff at different levels of the organization, as well as members of the community you serve.
Do you want to signal that you have a clear understanding of the role?
- Ask questions that are connected to core competencies and are in alignment with the job description. You have limited time with each candidate, so each question you ask matters. Your questions should be pitched at an appropriate level for the candidate and demonstrate the expertise and priorities of the interviewers.
- Provide scenario-based questions and/or performance tasks that speak to the priorities of the role. Scenario-based questions are a great opportunity to tell candidates about a real-life issue your organization is facing and learn how the candidate would solve the problem. Be mindful that the scenarios you choose speak volumes to the candidate about the state of your organization and what you need them to accomplish.
- Be prepared to speak candidly, yet positively, about the specific priorities of the role as well as the challenges the new hire will face.Candidates will often ask what the organization is looking for in a new hire. Each interviewer should be prepared to paint a realistic picture of the role and speak candidly about the state of the organization. Painting too rosy of a picture and avoiding mentioning any challenges can make a candidate feel like you are hiding something. Painting too grim of a picture can scare a candidate off. Instead, aim to speak as objectively as possible about the status of the organization or department. Clearly lay out what the organization needs from a new hire, as well as what support you will provide to ensure their success.
Do you want to signal that you value the candidate?
- Be respectful of each candidate’s time. Job seekers are investing lots of time in preparing applications, researching organizations, preparing for interviews, and doing outreach and follow-up. Respect their time by not scheduling more interviews than necessary. Try to limit the amount of time between interview rounds or between communication with a candidate. Lay out the timeline of the process upfront and stick to it!
- Highlight how you will support the candidate. Initiate the conversation about benefits, professional development, and the compensation structure. Even though non-profit employees are mission-driven, mission alone does not pay the bills! By acknowledging this and highlighting how the organization will compensate the employee, an organization can signal to candidates that they are realistic about the candidate’s material needs.
- Mind your manners. Be a good host to the candidates, whether the interviews are virtual or in person. This could mean providing breaks during long interview sessions, offering water or snacks, or showing the candidate where the restroom is without them having to ask. In the virtual setting, it could look like giving verbal and non-verbal affirmative feedback as the candidate answers questions and ensuring that candidates are looking at friendly faces in the Zoom squares. No matter the setting, offer candidates a genuine and warm welcome, and show gratitude for their interest in the position.
Each and every action that we take throughout the hiring process is an opportunity to signal to candidates why they should want to work for you…or why they should run for the hills. Keep these tips in mind to make sure that your interview process is an accurate and enticing reflection of your organization.
If you need help in designing a search process that sends all the right signals to candidates, reach out to us here at DRG Talent for help!
