Disrupting the Decline - Changing the Conversation Through Transparency
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The document discusses best practices for providing feedback to candidates who are not selected for jobs, emphasizing the importance of treating these conversations with care to enhance the candidates' experience and potentially turn them into customers. It advocates for personal interactions over impersonal methods of communication and encourages hiring managers and recruiters to provide constructive feedback to candidates, highlighting their potential for future opportunities. Ultimately, the goal is to build a positive reputation for the organization through transparency and thoughtful engagement with all candidates.
Disrupting the Decline - Changing the Conversation Through Transparency
- 1. Disrupting the Decline CHANGING THE CONVERSATION THROUGH TRANSPARENCY
- 2. Kimberlea Kozachenko Sr. Leader, Talent Attraction & Acquisition 5300 Team Members 710,000+ Retail Customers 30,000+ Business Customers 244 Communities 43.1+ Billion in Assets 20% Increase in Net Income Leading Employee Engagement Leading JD Power Score Top Employer Ranking in Canada and in Alberta
- 5. Here are a few questions to consider, whether you’re a leader or a recruiter, around declining and difficult candidate conversations
- 6. Why demonstrate such passion around how to decline unsuccessful candidates?
- 7. Candidates have been declined in many different ways, at many different stages in the recruitment cycle. An impersonal email, a rushed, uncomfortable phone call or voicemail, maybe a letter in the mail…or worse, no feedback at all. At ATB, we want to create happiness for our candidates and transform the negative tone of declines into conversations that add value to each candidate’s professional and personal equity. The bottom line: your candidates, whether they're successful new hires or not, can be ambassadors for your organization. Hiring leaders and recruiters have an opportunity to directly impact your consumer strategies by turning your candidates into customers. More importantly, there is an opportunity to contribute to each candidate’s personal equity right now, even if their immediate career future is not as the successful candidate to the position in question. At ATB, want our candidates to feel like someone took the time to handle this difficult conversation differently than most employers would, even though they weren't successful. If that candidate banks with us, they will continue to do so…and if they don’t bank with us now, they might be motivated to switch. Or better yet, refer other potential customers. Word of mouth is a powerful tool that can have a lasting impression!
- 8. When do I need to personally decline a candidate?
- 9. As a best practice, the recommended approach would be to connect with every candidate in the same manner you connected with them during the initial stages of consideration. Every candidate ATB makes a personal connection with (ex. any candidate we’ve had a live conversation with, phone or in-person), we must extend them the courtesy of having a live conversation again, without exception. Sounds fair, right?
- 10. Who should have the conversation?
- 11. The hiring manager or talent acquisition partner is responsible for having the declining conversation. Ensure you discuss this and it’s clear who is having the conversation so that you can ensure your candidate is followed up with in a timely and effective manner.
- 12. Most importantly, what should I say?
- 13. No two conversations are identical and each conversation can take several different directions. It’s important to be prepared and ensure the person delivering the message is set up for success in the three most common types of difficult candidate conversations: • Declining external candidates who are unsuccessful for the role being interviewed for but a strong candidate for future opportunities with the organization • Declining external candidates who are not suitable and do not align with your companies vison or values • Declining and coaching conversations with internal candidates
- 14. Ask your audience: Would you like some feedback? Always be sure to inquire with your candidate prior to providing feedback to ensure they are receptive.
- 15. Speaking Tips - Declining external candidates who are unsuccessful for the role being interviewed for but a strong candidate for future opportunities with the organization
- 17. Speaking Tips - Declining external candidates who are not suitable and do not align with your companies vison or values
- 19. Speaking Tips - Declining and coaching conversations with internal candidates
- 22. Kimberlea Kozachenko Connect with me on LinkedIn & Follow ATB Financial on Glassdoor