Worthy candidates will put their best foot forward in an interview. As a hiring manager or interviewer, you should do the same for your company.
My firm handles recruiting for a lot of businesses in the industrial space, and you wouldn't believe how often we find managers who have no idea how to interview and sometimes even are rude to candidates. This is not the way to land top-tier employees.
Some things should go without saying, such as being punctual and friendly, showing an interest in the candidate's professional and personal goals, and being transparent about the details of the job.
Regarding the latter, some states, such as New York, are now requiring employers to post compensation ranges in job advertisements. I recommend embracing this kind of transparency rather than fighting it.
And if you really want to supercharge your interviewing game, I suggest going beyond transparency by selling the candidate on your opportunity first — getting them excited about the possibility of working for your firm — and then vetting them for qualifications.
That does not mean being pushy, but it does mean thoroughly understanding both your firm and the job opening in question.
Think of it in terms of value proposition. What is the company's value proposition to the market? In other words, why do customers want to do business with it?
And what is the value proposition of the company to its employees? Why do they want to work there? Can you demonstrate this with retention data or anecdotal observations of a thriving and enjoyable culture?
By selling the candidate on the value of the company and the open position, you will pave the way for them to demonstrate their value proposition to the company. Why would the company want to pick them from among all the other candidates?
As an interviewer, that is the position you want to be in.
Mike Cioffi is the founder of Tire Talent, a boutique recruiting agency dedicated to our industry. You can reach him directly at [email protected].