We have all heard this phrase before – “If you want something you never had, then you got to do something you have never done.” Then there is the flipside to the coin where “all good things happen to those who wait.” As a time-starved recruiter, how far should you persist with a candidate before you draw a line and move on to the next best alternative?
Case in point – so I took on a recruiting assignment recently that came with a very specific request. My client, a company that maintains truck transmissions, had only one candidate (let’s call him Bill) in mind and my mission was to convince Bill, their purple squirrel, to accept the offer. I thought I had a reasonable chance of making this happen, as I usually do.
[bctt tweet=”What should you do when you meet a candidate who’s just not that into you?” username=”ATCevent”]
Bill and I met at a nice little café in Port Melbourne, together with my client, where I delivered the one-page proposition and explained how the job would be a perfect fit. I had never felt more like an agent in my life. I also varied the offer on the fly in response to Bill’s comments to try and make it more attractive to him. It was almost a perfect proposition for someone in his position. He was intrigued but not convinced and eventually declined.
3 more conversations ensued after that meeting where I tried to get Bill across the line but he said no each time. However, he was willing to take on a casual consulting role as long as there was no conflict of interests with his current employer. That was really only a half-win for me and not the outcome I was looking for.
It eventually got to a point where I find myself questioning the virtue of my persistence. Should I start looking for alternatives? How do you know where and when to draw the line under a candidate who is just not that into you?
Here are some tips to help you decide:
Your candidate’s goals and your client’s personal mission don’t match up
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Trevor has worked in the Recruitment, Information Technology and the Finance industries in various professional consulting roles. He is a recognised leader in human capital management for large organisations and is an active speaker at industry conferences in Australia and New Zealand. In his previous role, Trevor was the Managing Director of an Australasian consultancy business that consulted and operated Managing Vendors at many of Australia’s and New Zealand’s largest organisations.
Since the establishment of HCMS, Trevor has consulted to BHP, Coles Myer, Crown Casino, ASB Bank and Waitemata and Auckland District Health Boards in relation to their enterprise recruitment models including Recruitment Technology, Recruitment Processes, Preferred Recruitment Supplier Agreements and implementing and optimising Recruitment Centres.
Trevor is a subject matter expert in Recruitment Technology and Resource Management and has assisted many organisations to improve their effectiveness in these areas.