Shortly after offering an opportunity to someone, I can’t help but sense I am attributing to the shifting of a life.
Now, this might sound a touch dramatic; however, when a role offer is given, we make individuals feel something about themselves. We have set them on a course towards a goal, an aspiration, and a future version of themselves they wish to attain. I’ve often ruminated on this theory, and firmly believe one significant offer can potentially be the start of an amazing journey for a candidate.
Offering a role as a talent partner, talent hunter, matchmaker, or recruiter — however, you wish to call it — is a great responsibility. The other side of the coin is when you must tell someone they are unsuccessful. The why becomes instrumental as we have an obligation to each candidate to give a clear understanding of why this role is not suitable for them at this time. It’s imperative, and by doing so we present the candidate with feedback and ideas which aids them in their search for the right organisation and right role considering their experience and personal attributes.
I am fascinated by how important it is for an individual’s identity to match their organisation’s identity.
A person’s core beliefs, values, and character need to connect to their daily work — it’s undeniably the origin of commitment levels and the quality of work delivered. My curiosity around this subject was piqued as we dealt with the COVID-19 pandemic: the world of work became more human than ever, with the lines between the two becoming heavily blurred. People were unconsciously evaluating what work meant to them. Research has shown what someone does for work plays a part in the way they feel about themselves; this even comes down to the brand a person represents and how that compliments the marque they wish to project as a person.
It got me thinking – if we get hooked on the feeling of representing an organisation then surely this influences our assumption on how others perceive us.
So, with this in mind, how does a job seeker feel when shopping through roles? They’re often looking for a showstopper, a role with a feeling attached to it about how it will complement their identity. In short, they are drawn a feeling this job or brand will give them about themselves if they were to be successful.
I sense there is something for the talent hunters to investigate further regarding how we describe the Employee Value Proposition, organisational identity, and persona we are projecting for the role at hand. It sheds new light for me on the rudimentary question: what attracted you to the role? This line of enquiry becomes more and more critical to me when I ask it with my recruiter hat on; I want to listen out for and ascertain why the candidate has already pictured themselves in this organisation whilst noting any passion in someone’s response. I do this because I now appreciate that when identities from both sides of the recruitment align, a hugely beneficial relationship is about to start.
Conversely, if a role or company’s identity conflicts with your own, you will likely experience an identity crisis – it will simply feel wrong. If this is caught early on — ideally in the recruitment process — with carefully curated interview questions, we can avoid struggle altogether.
In a more humanised world of work, we need to get deeper into the questions around how the organisation aligns with how a person will show up and continue to develop their individuality through their contribution to work. There’s actual weight behind the quote, don’t promise bean bags and ping pong when your workplace is oak panelling and hushed tones.
Take time to understand yourself and how your current people perceive your existing organisation. In doing so, like-minded people garner the respect and cooperation of one another effortlessly.
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