The Recruited Candidate

Over the years we have found that the most successful candidates were not looking for a change until our phone call peaked their interest. These are people that are happy in their work, are not looking and for the most part are very successful at what they do. They can be very successful for you.

Your Recruiter

Your recruiter should be able to identify the candidate's "hot buttons." In fact, non-work related issues can sometimes out weigh the particulars of the job. Issues may include employment opportunities for the spouse, care for elderly parents and special education needs for the children.

Timing

One way to improve the outcome of the candidate selection process is to schedule the candidate interviews as closely together as possible. While this is not always possible, there are several major advantages. First, characteristics of each candidate will remain fresher in the minds of your interview team and they will be able to more accurately select the most desirable candidate.

Secondly, a short time period between interview and decision minimizes the possibility a highly desirable candidate being lost to another opportunity. This is not an insignificant risk considering the current shortage of well qualified candidates and the large number of openings. In fact, if a highly desirable candidate is identified early in the process, it may be best to offer that candidate the position prior to interviewing additional candidates. This avoids the risk of lossing them and being forced to settle for someone less qualified as pressure mounts to fill the position.

Be a Good Host

Remember that the candidate has taken time off, may have traveled by air or driven a long distance, rented a car and driven in strange city and slept in a unfamiliar place. Make them comfortable and treat them with a degree of appreciation; but don't hesitate to get answers to your tough questions.

Travel and Lodging Arrangements

If possible, arrange to have someone provide local transport for the candidate. This includes pickup and drop-off at the airport and transportation between your facility and the hotel.

Have a welcome note, or perhaps a small bouquet of flowers or some other gift item waiting for the candidate at the hotel room. The positive impact this has on the candidate is amazing.

Agenda

Prepare a printed agenda for the entire visit and have waiting for the candidate at the hotel. Make certain that everyone involved in the interview process has a copy of the agenda and resume before the visit begins. Do not leave the candidate alone for extended periods of time. Make certain that hand-offs between interviewers goes smoothly.

The Interview

If possible the first person the candidate should meet with is the future direct report. This provides an opportunity to set the stage for later interviews. This is a good opportunity to set out the goals and objects for the rest of the interview. If appropriate, this is also a good time to discuss any problems the candidate may encounter with any of the other interviewers.

When the situation presents itself, spontaneously introduce the candidate to someone not on the agenda. How did the candidate react? Did the candidate engage in a sincere conversation, or act aloof? This can indicate more about candidate than analysis of carefully rehearsed answers.

Include a difficult employee in the interview so that you can judge the candidate's reaction. Good leaders will win them over.

Dining Out

Sharing a meal is an opportunity to move the interview into a more informal atmosphere and more candid discussions. Avoid peppering the candidate with too many questions - give them a chance to eat their food and relax.

Real Estate Tours

Scheduling a tour of the community is a great idea. The tour can be conducted by the hiring manager or a trusted real estate agent. If you use a real estate agent make certain that they will not speak out of turn about the hospital or its offer to the candidate. It has happened that when candidate shared with the realtor the size of the offer, the agent replied, "That's not enough. I know that they just offered so-and-so this much."

The Unexpected

If an urgent situation arises, include the candidate on the periphery to see how they react. If they are the seasoned profession you expect, they will adapt to the situation. If appropriate, have them gown up. Give them a first-hand exposure to how your team works. This should lead to more informative discussions between you and the candidate.

Decision Making

Most candidates will expect that their future employer will know who they want and will make a decision in a straight forward manner. If you have done a good job of Identifying Your Needs and preparing a Ideal Candidate Profile, your organization should be able to reach a consensus in a short period of time. A drawn out decision making process or ambiguous feedback sends up a major red flag to the candidate about the synergy of the team and its ability to make decisions.

The candidate will begin judging your organization dynamics from the time the first interview is scheduled. If interviewers arrive late, have not seen or studied the resume in advance or are otherwise disorganized, the candidate may wonder how they will be able to succeed in the organization.

Be Real

Avoid creating a false impression of your organization. Hiding dirty laundry can be a recipe for disaster if the new candidate proves unable to handle the situation after being hired.