Here’s a tip that will make you more confident in your job search: the interviewer and hiring managers are more nervous than you.
It is difficult to understand this concept, because people are indoctrinated to think that job seekers should be the ones who are nervous and anxious before an interview. They fear being judged. Job seekers have to deal with the shame of not taking it to the next level in the interview process. Worse still, they don’t get feedback and are ghosted. For the job seeker, the hiring process feels like the business, human resources, management, and internal talent acquisition professionals hold all the power.
What hiring managers obsessively worry about
A supervisor must hire. They want to make sure the candidate has all the requirements listed in the job description. The interviewer also wants to feel like they can click with the candidate and forge a mutually beneficial relationship.
If a person is a software engineer, the company can test their skills during the hiring process to concretely assess their coding abilities. It’s not that easy for the average job seeker. It’s almost enough to hope for the best. The manager is at a disadvantage because he relies on what the candidate says about his background, skills and experience. As references are called, most applicants rip off the system. They only provide the names of people they know will say warm and complimentary things about them.
If the manager decides to make an offer and it doesn’t go well, the supervisor loses political capital and is embarrassed. For example, once an offer is extended, it takes time for it to be reviewed and approved by senior management.
Often, especially in hot job markets, there is a lot of haggling over compensation, stocks, options, benefits, and company title. There can be an uncomfortable debate about what style of work is allowed – remote, hybrid, in-person, relocated to a lower-cost location, or being a digital nomad.
The back and forth of the offer letter, which drains human resources and a layer of management, can start to irritate bosses. They have their own work to do and feel that the direct supervisor cannot handle it.
What could go wrong?
A job seeker, who said he likes the job, spends weeks fiddling with the offer letter, eventually accepting the offer. Everyone involved breathes a sigh of relief. The team members are delighted with the news, as they will be relieved by the new recruit.
The day before the new hire starts, the person sends an email to the human resources representative involved in the process and copies everyone, writing: “I’m sorry to have to let you know, but I accepted a another offer from a different company. The former incumbent adds, “The other organization pays a lot more money, allows me to work remotely, and didn’t give as much of a pushback as you. In the end, I am sure you understand that I have to do what is best for my family.
The direct supervisor is mortified. They feel betrayed and embarrassed. During the three-week notice period, they reassured senior management, human resources and everyone else involved that things were going well. The office was already set up, including a computer, telephone, desk, chair, paintings on the wall and a welcome gift package with balloons.
The team eagerly awaited the arrival of the new team member, as they put in long hours and weekends, helping with the extra workload. Now they are faced with the harsh reality that there is no help to come to the rescue. Even if the company starts a new search, it could take months. The workers will probably all complain and at least one person may quit for another job elsewhere, putting additional stress on others.
The candidate in question went on with his life. They are happy to have received a great offer. Meanwhile, the director is miserable. The person has the feeling of having let everyone down. The upper level is upset that it went so badly. They now have to worry about the safety of their own work.
Lack of interview training and time constraints
For some reason, leaders feel that interviews are an easy and natural thing to do. A quirk in the business system is that a significant number of managers, who may be excellent at their jobs, lack the social skills and etiquette to interview people effectively. It looks easy, but it’s not. Companies usually do not offer interview training courses. They just assume that managers will know what to do. This explains why you always get the cliche job questions. For many professionals in the hiring process, the interview is a scary and nerve-wracking experience.
It’s also stressful, as they’re taken away from their primary responsibilities to read dozens of resumes, coordinate, and interview three to 10 candidates over a six-month period. For an extended period, the hiring manager must juggle their workload, oversee staff, and remain heavily invested in the hiring process.
The next time you walk into an interview and notice that the boss looks harassed, exhausted, unprepared, and clearly hasn’t read your resume or checked your LinkedIn profile, you’ll understand why, because now you know what’s going on behind the scenes.
The Paralyzing Effect of Groupthink
It used to be that a candidate would meet with HR, the boss, and maybe one or two other people within a few weeks to a month. The current trend is for a candidate to meet with HR, the manager, the manager’s boss, other executives in the division, peers, subordinates, business counterparts and a few others who clearly don’t know why they were guests.
With so many people involved, the process becomes long and tedious. As up to 10 people need to be involved in the interview process, there will always be someone who is sick, stuck in a conference call, running late, or simply forgot to put it in their schedule. This process must be repeated over and over again for about six to ten candidates.
Nobody wants to be the one to make the final decision, because they don’t want to be singled out and blamed, in case the incumbent turns out to be a disaster. The hiring manager will rely on other interviewers to weigh their opinions. If there are a few dissenters, an untrusting manager will remove the person from consideration and the process will start over. It feels like the annoyance of trying to get family members or a group of friends to agree on a movie to watch or where to have dinner.
Fear of legal action or being called out for bias
This subject is largely avoided in polite circles. Over a decade ago, HR or the hiring manager would offer constructive feedback and criticism throughout the hiring process. If the candidate was not selected for an offer, the human resources manager or hiring manager would explain to him the reasons why he had not been chosen. It was an uncomfortable conversation, but it was done. The company deemed it the right and fair thing to do by giving their reasons why the candidate was not moving forward, giving the job seeker closure.
In today’s litigious society, everyone is worried about being sued or being labeled. There is a concern that if comments are offered, they could be misinterpreted as sexist, racist or other prejudice or prejudice. People involved in hiring are afraid of having their reputations ruined and of being fired or considered outcasts. An allegation could lead to the end of their careers. No other company would touch them. The path of least resistance is to ghost the candidate and not say or write anything at all.
How you can take advantage of the situation and close the deal
Now that you know what’s going on behind the curtains, you realize that people in charge of hiring have to deal with stress, fear and anxiety. Of course, if you’re in between roles, you suffer from similar feelings. However, the applicant can always leave. The HR professional and everyone involved in the recruitment process is still with the company.
You can use this information to your advantage. Now you know how to play the game. Make life easier for the interviewer by suggesting days and times that work best for the hiring manager. Show up with extra copies of your resume. Have a tight, concise elevator pitch handy, in case they haven’t done their homework on you. Be polite and understanding, because you know the hurdles they have to go through. You also won’t be so offended now that you understand their challenges.
A key takeaway from closing the deal is to say, “I enjoyed the conversations with everyone. The company and the people are all great. My experience, background, talents and training meet and exceed all requirements of the job description. I believe I would be an excellent candidate and bring value to your organization. »
Then you opt for the conclusion: “If you offered me the role at the remuneration we discussed, I would gladly accept the offer!” Add: “I promise that if the offer is extended, I will not accept a counteroffer for a competing offer from another company.”
This will relax the nervous hiring manager because he knows he has found the right person who will accept the offer and end the laborious hiring process. The boss can get back to work, the staff gets extra help, you get a great new job, and everyone is happy.