A reflection illustrated in examples.
A potential client recently asked me what differentiates our work in the search process. I talked about our candidate care and used the fact that our placed candidates almost universally reach out to us expressing so much gratitude as proof that we prioritize taking care of people. Without missing a beat, she asked, “What about the candidate who didn’t get the job? That’s far more telling.” As it happens, we at DRG survey all of our presented candidates (including the ones who did not land the job) for feedback on their experience. She has referred back to that moment and my explanation as the reason she hired us. Her quick retort, though, stuck with me.
The primary reason organizations hire search firms is because they want to find an exceptional leader for their organization. When organizations choose their search partner, many focus solely on identifying the firm that will bring them the best candidate pool. One aspect often overlooked is which search partner will take the best care of candidates, however, as the experience all of the candidates have will reflect on the organization and not just on the search firm.
Search firms do a fair amount of marketing for each search. In direct ways, they are advertising for the organization, as they are posting the position and sending outreach regarding the opportunity. Upon seeing a job listing, potential candidates focus far more on the details of the organization than the consultants’ or search firm’s name. Additionally, every time a consultant talks with a possible candidate, they indirectly represent the organization, and those candidates connect the conversation with the organization more than with the consultant as well.
To examine this more closely, consider the feelings that a less-than-perfectly-matched candidate might be left with about your organization in these very different scenarios.
- During a candidate interview, the consultant has a perfunctory conversation after realizing quickly that the candidate is not a match for the position for which they are screening. The consultant shares that they’ll be in touch with the candidate and ends the call. They do not contact the candidate again and do not respond when the candidate reaches out to check in.
- In a different candidate interview, perhaps after engaging in the conversation for a while, the consultant shares that, while the candidate has interesting experiences, the job might not be the best match. The consultant shares the skills or experiences that the candidate doesn’t yet have, then offers to keep in touch, makes a few suggestions for the candidate’s resume, and urges the candidate to reach out if there is another job that looks interesting to them.
- In a third sample interview, the consultant believes that the candidate is compelling for the position. The consultant communicates throughout the process and tells the candidate they’ll present their dossier to the organization. Upon presenting the slate, the organization does not choose the candidate as one of the people they want to interview. The consultant reaches back out as soon as possible after the decision, shares the disappointing news, and offers to stay in touch—and to serve as a resource, should another interesting opening arise.
In none of these situations did the candidate get the job, or even get in front of the organization. However, in the second two scenarios, the candidate has been seen and offered some potential steps to increase their likelihood of success in the future. Certainly, in the first, the candidate is not left with a good feeling about the consultant, and perhaps that alone is not an issue that matters to the organization. However, most commonly, the candidate also feels unseen and dismissed by the organization. The candidate now associates the organization with those feelings. In so many of the organizations we work with, care for people is embedded, if not directly stated, in their mission. Organizations that don’t use their mission as a guide in all of their work risk perceptions of inauthenticity.
A consultant who takes care of all candidates has the opportunity to build individual relationships and is more likely to build a strong pool successfully in future searches. Deeper relationships with candidates mean that the consultant better understands what opportunities are more likely to interest potential candidates and in which ones the candidates will succeed. When candidates feel seen and valued by the consultant, they share more context and perspective about who they are as professionals and what will set them up for success. The consultant is then in a position to advocate with the client and to ensure that candidates know whether or not a potential job will meet their needs.
Here are two additional examples that show how a consultant who focuses on caring for candidates and building relationships in the process serves organizations well.
- I just placed an amazingly talented candidate in a school. He was innovative and equity-minded, and he had teaching and learning expertise across kindergarten through 12th grade. He seemed like a perfect fit for this position. The school and the candidate both ended the search thrilled. Interestingly, this same candidate had been in two other searches of mine, and in neither did he advance to the semifinalist round. I saw a ton of potential in this candidate from the beginning and knew his experiences at first glance didn’t look like the traditional path to a senior leadership position in a K-12 environment. I spent time learning the skills and experiences he had that were not yet transparent on his resume and cover letter. I made some suggestions to both and offered to keep in touch. In this latest search, I appreciated how his materials had evolved, was impressed with the new ways he was presenting himself, and still felt good about sharing him with clients. He ended up being a slam-dunk candidate for the school where he landed. While I do try to assess every candidate for the search I’m currently conducting, I also try to see the potential in every candidate. I believe in supporting any candidates’ growth and giving them some direction when I have constructive insights.
- I recently ran a search where, because of the relationship I had built with a candidate in a different process, I saw the potential of the match for an entirely different search. I reached out to this candidate and presented the new opportunity. This individual wasn’t looking for the next step, but upon hearing the details of the new position, agreed that it sounded like a perfect fit. This particular search is not wrapped up quite yet, but the candidate has made it to the finalist round and, were it not for the strong relationship we built in a different process, they would neither have been on my radar nor as interested in talking to me when I called. This candidate has reflected that they had seen the posted position and had passed it by. Only in our call, after hearing why I thought the position would be good for them personally and professionally, did they opt in.
At the end of the day, I firmly believe search consultants should treat all candidates with empathy, patience, and kindness. Not only is treating people well the right thing to do, but taking care of all candidates also means taking care of the organizations we serve and setting them up to achieve their primary goal—finding a great next leader.
