The Golden Rule of Hiring: What Your Interview Process Says About Your Company

By Christine Alan, Managing Partner at Kaye/Bassman

Remember the 1970s Faberge Shampoo commercial where Farrah Fawcett says, “I told two friends about Faberge Organic Shampoo…and they told two friends and so on and so on”? It is no different with regards to your company’s interview process and candidate management code of behavior. Think of the latter not just as a process, but as an experience that builds your corporate brand.

Your organization’s interview process and candidate management protocol speaks volumes about your company. A good process not only bolster’s your chances of successfully landing the candidate of choice, but also serves as an ongoing positive public relations message, like the shampoo commercial. It is also beneficial in maintaining morale, especially as employees are under increased pressure to provide referrals. A negative experience with even one person can make a long lasting impact on your corporation’s perception in the marketplace. Regardless of whether or not a position is offered to a candidate, it is always in your best interest to provide each and every interviewee with a positive and professional interviewing experience.

Implementing a successful interview process, or experience, is as simple as following The Golden Rule: “Do unto others as you would have them do unto you.” At Kaye/Bassman we also practice The Platinum Rule as coined by Dr. Tony Alessandra: “Treat others the way they want to be treated!” Whether practicing the The Golden Rule or The Platinum Rule, the basic premise is the same. It is a creed to treat all people with respect, consideration and dignity, regardless of your ultimate hiring decision.

Aside from being a matter of principal, the interview experience you create for each prospective employee is an extension of your brand. It is far more powerful than anything posted on your company’s website. I am certain that no company sets out to become known as the organization that leaves people hanging; never getting back with anyone. However, I know of several organizations that have developed precisely that branding over years of failing to follow The Golden Rule. I had one client many years ago that consistently failed to respond in a timely manner, even when great candidates were presented, much less interviewed. Younger and not as savvy, I made excuses for the client. I warned my candidates in advance that company A is a great company, but once I present you, it could be weeks or months before we get any feedback. I used to describe it akin to entering a “big, black hole.” Older and wiser, I have long since stopped making excuses on behalf of my sluggish client. In fact, I do not work with them at all! The irony is that seventeen years later, my former client still maintains a thriving brand of failing to get back to candidates in a timely manner.

Whether you are a member of the executive team, line management, human resources or the receptionist (affectionately referred to as “The Director of First Impressions” here at Kaye/Bassman), your procedure should be to consistently deliver a great interviewing experience to every candidate that you consider. The latter is not only crucial to attracting the best talent, but also the retention of current valuable employees. Have you ever referred one of your friends to your own company, only to watch that person move as slow as molasses or left hanging during the interview process? Does it make you question the introduction? The good news is that this situation can be easily remedied. Someone has to simply care enough to take a stand.

Furthermore, creating a positive interviewing experience does not have to increase expenses, yet the short and long term benefits to your company are priceless. It begins with the receipt of a curriculum vitae followed by a simple acknowledgement. Once that person is selected for an interview, the actual process of scheduling both telephone and on-site interviews is another place where companies sink or swim. The goal should be to expeditiously lock in a mutually agreeable interview date and time. A date should be agreed upon within twenty-four to forty-eight hours, not one to two weeks or more. The latter sends a message to the candidate that her time is not valuable or that the company is not serious or decisive. While the actual interview itself may be two weeks out, the arrangement of such interview should be painless, leaving a positive impression with the candidate. As a professional search consultant, I occasionally find myself at the mercy of a lengthy scheduling process. When an executive provides a time slot for an interview, a request to fill that spot with another event could happen thirty seconds later. Is it reasonable to expect a candidate to leave several time slots or days open on her calendar for two weeks, while waiting for confirmation of an interview date from the prospective employer? It is in the best interest of the company to secure interview dates and times as efficiently and expeditiously. The latter requires no increase in expenses, but rather, a commitment to respect one another’s time.

Another example involves candidates interviewing from out of town. While most of my candidates appreciate car service to retrieve them from the airport, in today’s economy, a pre-arranged rental car is just as appreciated. Equally acceptable is the green light to take a taxi cab with expense reimbursement forms provided in advance or during the interview. As long as we are on the subject of expense reimbursements, under no circumstances should a candidate have to chase a company for reimbursement. The latter should be simple and painless. If the experience is to the contrary, it raises a flag to the candidate. Is this the kind of bureaucracy I will be dealing with on a daily basis if I join this company?

What are some other common faux pas that companies make with regards to the interview process and candidate management? One of the most popular offenses is failing to get back to the candidate with a decision in a timely manner, or simply not providing feedback or closure at all. Nothing leaves a bad taste in the mouth of an interviewee more than the latter. I have witnessed many good interview processes turn sour simply by virtue of the fact that proper feedback and closure were not given in a timely manner or provided at all. Whether your organization tasks human resources with directly reaching out to a candidate or passing the message via your search consultant, it’s essential. It is always in the best interest of your organization to insure that each and every interviewee receives consistent positive messages about your company. Whether it is a simple acknowledgement of the receipt of a curriculum vitae, timely feedback about interest in moving forward (or not), scheduling of the interview, providing clear directions to the facility and/or insuring proper travel arrangements, savvy professionals understand the inherent connection between a candidate’s interviewing experience and how it impacts their company’s brand.

Ironically, when I first started in this business in 1989, I was trained to tell candidates that, “the company has decided to go in a different direction” when following up with someone that was not selected for hire. Have you ever heard that from a recruiter? While the company may get a good grade for offering closure (A+ if done in a timely manner), it is my opinion that the latter message was insulting. To utter such a statement in today’s climate is not advisable nor does it follow The Golden Rule. Candidates are much more sophisticated than to accept such a rote and cursory reply. Fortunately, as long as I can remember, I have been telling my candidates that I strive to deliver good, bad and indifferent feedback (while shielding my client from any legal ramifications). However, I am only as good as the information that is shared with me by my clients. Sharing creates goodwill between the company and the candidate. As a search consultant, it can be the catalyst for a valuable coaching moment with my candidate.
Another time related faux paw can occur when you find yourself in front of a candidate, who is quite frankly, a huge disappointment. He is simply not coming across in person the way he did on the telephone interview. Or chemistry with one of the other key interviewers was never established and your peer was kind enough to give you a heads up as not to waste your time. Maybe there is something offensive about the candidate such as inappropriate attire, failure to make eye contact or an aspect of personal grooming (I once had a client early in my career that took offense to my VP level candidate’s ambitious nose hair!). Regardless, resist the urge to short-change that person’s interview. How would you feel if you were on the other side of the desk?

Also on the subject of time, just as candidates are expected to be on-time for their interviews, so should each interviewer. Even C level executives are not exempt from being on time. The importance of maintaining a punctual process should be taken very seriously. If one or more interviewers are running late, or if a candidate’s interview gets unexpectedly abbreviated, it leaves her feeling short changed and unimportant. I have often found it highly effective to assign a host to each candidate to insure that each interview begins and ends on time. The host is responsible for escorting the candidate to and from members of the interview team. Do not create the image if being a narcissistic corporation. Be respectful of your interviewee’s time. Follow The Golden Rule.

Another time related dynamic occurs when a previously set agenda changes at the last minute. The candidate shows up for the interview and is informed, “We had to change your schedule around so you won’t be able to see everyone as planned. Bob got called to an important meeting and Virginia had to leave town.” While I recognize the fluid nature of our industry, a material change in the agenda invariably leaves the impression that the interviewee’s time is not respected. Couple that with the fact that he had to take off time from work to interview. In the case of an east coast candidate interviewing with a west coast company, it is not uncommon for a prospect to miss two days of work. While I understand that some circumstances are truly unavoidable, astute companies will only hit the emergency button when truly warranted. Most candidates want to interview with as many team members as possible. They want their “vacation day” well spent.

While the following may sound elementary, it does not go without saying. During the interview process, strive to be fully present. Checking emails and taking phone calls (however brief) should never occur during an interview. Nor should a colleague be permitted to pop his head in the door to ask a quick question. Once again, it sends the message to your candidate that she is not important and that your time is more valuable than hers. Take the time to prepare well thought out questions for your interviewee, not regurgitate her curriculum vitae for fifteen minutes. I surmise that many a brilliant mind may not even be aware they are a perpetrator of such transgressions.

As I have been discussing, creating a positive interviewing experience need not equate to more cost. Don’t want to pay the price of a business or first class airline ticket? Book your prospect on his airline of choice so that he can upgrade for little or minimal cost, at his discretion. Start and end your interview on time. Drop your prospective candidate an email stating that you are looking forward to his visit or thank him for taking the time to interview. Seemingly insignificant small gestures contribute greatly to creating a positive interview experience.
In summary, never forget that how your organization is perceived in the marketplace is partly based on a composite of candidate interviewing experiences. It is a part of your company brand. When hiring, whether you make an offer or not, the goal should always be to create a lasting positive impression. The latter is not only the domain of human resources, but the responsibility of everyone involved in the interview and candidate management process. Astute organizations understand the value of insuring that all employees that come in contact with any prospective employee follow The Golden Rule. Remember that each candidate you consider will tell two friends and so on and so on!

Christine Alan is a 20-year veteran in pharmaceutical and biotechnology recruiting. She is currently Managing Partner at Kaye/Bassman in Plano, Texas and specializes in placing physician executives and senior management.