Evaluate Your Capture Strategy
Ouch! You lost a perfectly good candidate to another company.
How could it happen? Your company has innovative products, a slew of happy customers and a fun, casual work environment.
But no capture strategy.
In other words, you know how to wine and dine the talent you need, but for some reason you fail to---um---consummate the deal.
Of course, you're not alone. Managers at all levels complain of their difficulty in attracting the best people, while their competitors seem to gobble up talent like twinkies. But why the disparity?
The Price of Indecision
First, take a realistic look at how your company addresses the needs of today's candidates. Do you offer the types of resources, training programs and mentoring that will attract career-minded individuals? If not, you may be at a disadvantage in the current market.
Next, see if you suffer from comparison shopping paralysis by taking this little test. Do more than half the people you interview:
• Accept another job before you can make an offer?
• Make salary demands that creep up from one interview to the next?
• Require more than a day or two to "contemplate" your offer?
• Have a change of heart after accepting your offer?
If the answer is yes to one or more of these questions, you may be losing good candidates due to delays or indecision. To rectify this, shorten your hiring cycle, either by scheduling multiple interviews on one day, or by making your selection more quickly. The longer you take to make hiring decisions, the more time you give candidates to check out other opportunities.
A Change in Perception
If hiring managers would simply look at job seekers as their customers, most of them would dramatically improve their capture rate. That's because it's infinitely more effective to "close" the engineer (or sales rep or marketing manager) sitting across your desk than it is to snare someone you've never met, assuming the person fits your needs.
Rather than strike while the iron is hot, too many managers leave worthwhile candidates out in the cold. The appearance of indifference often leaves the candidate with bitter feelings and a sense of frustration---hardly the building blocks of a good reputation within the talent community.
Your Eyes Say "Yes" but Your Lips Say "No"
To help reduce the number missed opportunities, take a look at the five most common mistakes managers make during the hiring cycle---and how to avoid them:
 Your offer comes too late. If you've got a hot candidate, move quickly! Nothing turns off a job-seeker more than an interminable interview cycle.
 Your offer is too low. Research the market---as it is today, not what it was last year---and try to stay calm when the candidate states his salary needs. What seems like extortion may actually be the going rate.
 Your negotiating comes at the eleventh hour. If a salary compromise is necessary, try to reach an agreement before you make a formal offer. Negotiating after the candidate turns your offer down might be
perceived as poor planning on your part; or worse, an exercise in bad faith. As soon as you know the offer will be accepted, go ahead and extend it.
 Your story keeps changing. Whatever else you do, always maintain a consistent job description from one interview (or interviewer) to the next. If you and another manager can't agree on the nature of the job (or you surprise the candidate with new revelations), you stand a good chance of driving talent from your door.
 Your body language spooks the candidate. Job-seekers have a sixth sense regarding your sincerity,urgency and level of interest. Mixed signals or indecision during the interview will almost certainly be mirrored by the candidate, who will find a way---consciously or not--- to undermine your offer.
It's never too late to make adjustments. If too many people turn you down (or you can't find anyone to interview), you may need to rethink your expectations, salary or job description.
Loose Ends Sink Ships
Finally, make sure all loose ends are buttoned up prior to extending an offer. A friend of mine recently accepted a management position with an e-commerce startup before all the "details" of his compensation package were worked out. Unfortunately, that's where the devils were (in the details), and when the two sides couldn't reach an agreement, my friend walked away.
A sloppy or ill-conceived capture strategy only gives comfort--- and leverage---to your competition. While you're sweating the small stuff (like whether to calculate the vesting period on a monthly or quarterly basis), your competitor's offer of a job may already have been accepted.
- 10 Reasons to Hire Vets
- Hire Older Workers
- Improving Candidate Quality
- Sourcing 101
- Sourcing Candidates Well
- Tips for Building Employment-Related Websites
- U.S. Employ of People with Disabilities: Free Workshops
- Virtual College Recruiting
- 10 Commandments of Recruiting
- 5 Keys to Successful Hiring
- 7 Tips for Successful Phone Interviews
- Behavioral Interviewing Basics
- Contrary Evidence Questions
- Interview Questions: Do's and Don'ts
- Interviewing Opening and Closing Remarks
- Interviews: Common Weaknesses
- Mistakes Amateur Interviewers Make
- Phone Screen Interview Mistakes
- Probing Techniques Explained
- Screening Interviewing: Top 10 Red Flags
- Strengthen the Validity of Your Interviews
- Telephone Interviews: Basics
- Ten Bad Listening Habits of Interviewers
- Types of Interviews
- Typical Probes and Follow up Questions
- What Do Interviewers Need to Know to be Effective?
Interviewing Best Practices
- 7 Keys to Effective Selection Interviews
- A Closer Look at Behavior-Based Interviewing
- Advantages / Disadvantages of Interviewing
- Applying Core Competencies to Selection Interviews
- Are You Really a Behavior-Based Interviewer?
- Assessing Speaking and Listening Skills
- Best Practices in Interviewing Candidates
- Deadly Interview Mistakes
- Death by Interview
- Ensure Hiring Success in Every Situation
- Executive Assessment Should Be Mandatory
- Generational Interviewing
- Hiring Interview + Strategic Applicant Management
- Hold Evening and Off-Time Interviews
- How to Interview a Top Performer
- Improve your Interviewing Techniques
- Interview Questions to Assess Soft Skills
- Interviewing for Ethics
- Interviewing Millennials
- Interviewing: Business or Psychology
- Metrics Interview
- Peeling Back the Onion
- The Positives of Panel Interviews
- Time for Candidate Advocacy?
- Tips for Conducting Successful Interviews
- Two Critical Interviewing Questions
Laws & Documentation
- Applicant Reference Release
- At Will Employment Release
- Avoid Negligent Hiring Mistakes
- Employee Referral Program Metrics
- Fair Labor Standards Act Information
- Four Interview Questions Never to Ask
- Giving Employee References
- Hiring Compliance Guidelines
- Hiring for Small Business
- Interviewing People with Disabilities
- Job Denial Letter
- Legal Issues in Interviewing
- Minimize Employment Risks: Document
- SAMPLE Employment Policy
- SAMPLE Letter: Educational Records Check
- SAMPLE Letter: Reference Check
- Ten Safe Hiring Tools
- What is Negligent Hiring
Line Manager / Recruiting Partnership
- Defending Candidates to Hiring Managers
- Interlocking Core Competency Interviews
- Internal Application Process
- Making Internships Work for You
- Making the Case for Behavioral Interviewing
- Non-Traditional Merit Pay Alternatives
- OFCCP Definition of an Internet Applicant
- Why Managers Shouldn't Do Most Hiring
- Workforce Planning: Strategic Staffing Strategy
Pre-Planning & Retention
- Bonus or Incentive?
- Brand-Building on a Budget
- Build a First-Rate Hiring Process
- Closing the Deal
- Compensation Plans: An Overview
- Conducting an Exit Interview
- Good Hiring Starts with a Good Job Profile
- Improve the Quality of the Employment Function
- Interview Process Problems
- Interview the Job Before the Candidates
- Job Description Template-Link Pay to Performance
- Linking Pay to Company Performance
- Selecting and Using Salary Surveys
- Succession Planning
- Succession Planning: Identifying Top Performers
- Using a Pre-Interviewing Questionnaire
- Winning the War for Talent
- Worker Shortage by 2010: Preparation
Reading the Candidate
- Beware of Those Who Boast
- Blind Man's Bluff
- Decision, Decisions: Choosing the Better Applicant
- Detecting Deceit in Interviews
- Little White Lies on Resumes
- Suspend Judgment Until the Interview is Over
- College Recruiting Basics
- College Recruiting Essentials
- Cut Down on Interview No Shows
- Discouraging Low Quality Applicants
- Don't Hold Too Many Interviews
- Job Descriptions: Why are they Important?
- New Strategies for Screening Job Candidates
- Preventing Resume Overload with Questionnaires
- Resume Review Basics
- Test Validation Explained
- The Value of Person-Organization Fit
- Three Companies Cut Turnover with Tests
Recruiting Best Practices
- 25 Telltale Signs of the Wrong Candidate
- 5 Overlooked Ways to Hire Winners
- Asking the Right Recruitment Questions
- Attracting Your Competitor's Employees
- BPR.......for Recruiters!
- Candidate Engagement
- Cloud Recruiting
- Evaluate Your Capture Strategy
- Hiring Best Practices
- How Do You Attract and Retain the Best People?
- How to Attract Applicants to Undesirable Jobs
- How to Attract, Develop and Retain Best People
- How to Find and Keep Valued Employees
- Ignorance and the Human Condition
- Onboarding Success Secrets
- Secrets to Non-Profit Hiring
- Selecting Top Management Talent
- Semi-Active Candidates are Best Bets
- Six Core Selling Principles
- Skills Based Recruiting: When, not How
- Smart Choices: How to Hire the Best
- Strategy for Hiring the Best This Year
- The Uses and Misuses of Personality Tests
- Top 10 Employee Selection Mistakes & Solutions
- Treat Candidates with the Carbon Rule