Posted by Geoff Zodda, Managing Director at Glenmont Group
It is obvious that when candidates arrive at an interview, they are going to have to speak to their background, achievements and aspects of the department that they have been instrumental in building. Without that information, the hiring manager has no way to separate them from everyone else they are interviewing. In essence, they need to “sell” themselves.
In this day and age, the potential employer needs to be in a position to sell their organization as well, in order to nab the top individuals on the market. This is a key component to an interview from the candidate’s perspective. If they feel that they are being sought after and have gotten a lot of information on an organization, they are more likely to accept a future offer, rather than if it’s a cookie cutter, Q&A interview.
One aspect of selling is just giving the candidate a feel for the long-term growth potential. While they may not ask about it during the interview process, candidates always like to have a big picture, birds eye view on what their career may look like at an organization if they are successful there. Another aspect is introducing the candidate to respected employees who would be in their department. Seeing an example of those who have been successful could provide the incentive to come on board. They can picture their future with the organization.
One last consultative way of selling an opportunity to a candidate is to have them meet with the highest individual in the department. It doesn’t have to be a full fledged interview, but at least a meet and greet. This will make them feel like they will be an integral part of the organization, as opposed to a small cog in a large machine.
When I see employers utilize these methods to “sell” candidates on their firm, the results are extremely positive. The proof is in the pudding that when a candidate feels like they have growth potential, are part of a team and can have an impact on an organization, an accepted offer will be forthcoming.