Medtronic

Mark Smith

I’ve worked in the realm of talent acquisition for over twenty years, and I have had the privilege of collaborating with various world-class organizations, visionary business leaders, and countless discerning hiring managers. However, throughout this journey, I've frequently encountered instances where individuals overseeing or connected to the recruitment process fail to infuse it with the requisite vigor and sense of ownership. This failure might manifest as a lack of preparedness for candidate interactions, an overinflated perception of the company's allure (what I refer to as the “everyone wants to work here" syndrome), or even a conspicuous deficit in displaying the appropriate conduct during the hiring proceedings.

Understandably, individuals in these roles often grapple with demanding schedules, which can be perceived as arduous. Nonetheless, this laxity can sow the seeds of a negative candidate experience, the repercussions of which can be far-reaching. Candidates are astutely attuned during the assessment phase, where their scrutiny extends not only to their potential employers but also to the values and ethos of the organization they might join or do business with. Candidates yearn to become part of an enterprise where they can thrive, contribute meaningfully, and find contentment. It follows that the demeanor and actions of the individuals involved in the hiring process become pivotal determinants in their decision-making, shaping their perception of the company both in the present and the foreseeable future.

In light of these considerations, I humbly offer some sage advice to persuade business leaders and hiring managers to invest wholeheartedly in the hiring process:

1. **Boomerang Candidates**: Today's overlooked talent may blossom into tomorrow's indispensable asset. Consider the journeys of renowned music legends such as Elvis, the Beatles, U2, and Lady Gaga, all initially spurned by record labels before achieving greatness. While a candidate might not be a suitable fit today, circumstances can change, and their skills may become invaluable to your organization. Thus, humility and empathy should guide our approach to hiring.

2. **Referral Generation**: Uphold the principles of respect, dignity, clarity, and consistency, particularly when leading teams in domains where customer experience reigns supreme. Fundamentals matter. Regrettably, I've encountered complaints like "The hiring manager was ill-prepared" or "The hiring manager seemed disinterested". My counsel is to refine the hiring process, invest more time in preparation, and approach it like preparing a room for painting—meticulously covering furniture, protecting carpets, prudently selecting brushes, taping edges, and eliminating potential obstacles. A similar level of diligence should accompany hiring. Encourage your hiring leaders to view the intake meeting not as a mere formality but as an opportunity to construct a performance profile aligning with the role's objectives in the initial 0-24 months. A performance objective process not only enhances the likelihood of securing exceptional hires but also fosters positive sentiments, even among those not selected, as they appreciate the rigor and thoughtfulness of the process.

3. **Commercial impact**: We're all familiar with the customer-centric maxims from the retail and service sectors. Studies have shown that a single instance of poor customer experience can prompt 61% of consumers to switch to a competitor. This risk extends to an employer's brand, where mishandled interactions can erode the company's employee value proposition (EVP). During my recent tenures in talent acquisition leadership within the consumer-packaged goods (CPG) realm at SC Johnson and Kraft Heinz, I championed the idea that "candidates are our consumers." This perspective helped shift the mindset of hiring managers and business leaders. Our aim should be to leave candidates with a post-assessment attitude where they desire our products or services, even if they were not selected.

4. **Humanizing Technology**: As technology and AI evolve, we must harness these tools to enhance efficiency while preserving the human touch. A recent experience waiting for a United Airlines flight demonstrated this balance. They sent a playful GIF-laden text reminding me how to stow luggage, a small gesture that elicited a smile. Similar ingenuity can be applied to automated text recruiting platforms. However, this human touch should extend beyond automation. Encourage your leaders to engage with candidates thoughtfully, especially in later stages. Small acts of kindness, offered genuinely, can yield profound results.

5. **Process Return on Investment (ROI)**: It's not uncommon for hiring managers to view the hiring process as a cumbersome chore. I would advocate adopting the mindset of James Clear (author of Atomic Habits), reframing it as "I get to" rather than "I have to." Jolt the mindset. Help your leaders recognize the potential within the hiring process and educate them on the pivotal role of candidate experience. It's a straightforward equation: the more engaged and valued candidates feel throughout the process, the more authentic, positive, and focused they will be on their journey. Consequently, we encounter a more genuine version of the candidate, as opposed to one operating on edge.

In conclusion, let’s strive to be better. Make the time. Be kinder to candidates. Be better prepared for the candidate. Be authentic to your company values and be intentionally thoughtful and creative in the candidate experience.