My candidate is a guy that I’ve known for almost 20 years. He’s been both a client of mine as well as a candidate. He has a decent opportunity where he is. But the first line management job he’s got Isn’t really ever going to go anywhere and the company he’s with doesn’t wish to grow.
When opportunities come along that are better than what he’s got, he and I discuss them. An opportunity came along for him to be able to do what he’s doing now but expand his span of control to two other offices. So, he decides it would be a good idea to interview with the client.
I reminded him that it is a management job and that I don’t see many of them during the year and he should do his best. He has a low keyed style to begin with, but he is really good at what he does. I warned him that there are two other candidates like him interviewing and that he needs to sell himself harder than he thinks (…he knows he is good).
He does a good enough job to make it through the first interview and the VP who interviewed him decides that he should take the candidate to the next interview. The guy’s track record is stellar, but he’s interviewing style is relatively placid. I can’t seem to get him to understand that getting a job and doing a job are two different things. He might be the most qualified of the three (and he is) but he still has to sell himself and let the employer know what he can do for them that the other candidates can’t.
In spite of all of my coaching, teaching and cajoling he goes into the second interview and even says to the hiring authority, “what you see is what you get. My track record speaks for itself.” And that’s the extent that he sold himself.
What’s amazing about this whole thing is that his track record is absolutely excellent and it’s better than any of the other candidates. But just because he tells the hiring authority that doesn’t mean he shouldn’t prove it with numbers and examples. He doesn’t. He gets around to explaining how successful he has been, but he doesn’t do it with a lot of enthusiasm, fervor or passion. He tells the hiring authority, literally, “what you see is what you get.”
The hiring authority understood exactly what our candidate was saying. But the reason the hiring authority was looking to hire someone is that he just fired the last branch manager because he wasn’t very passionate or enthusiastic. The previous manager did an okay job but never really felt passionate or communicated enthusiasm to those he managed.
Our client passed on our candidate. When I explained to our candidate that he just didn’t really sell himself very hard even though he was the most qualified. Frankly, it was rather painful to tell him, because the job was really a good one and even though they would probably hire one of our other candidates, we really wanted to see the guy get the opportunity, because he was good and deserved a great opportunity.
In his frustration of listening to what I was saying and that he wasn’t going to get a chance to move further, he said, “Tony, remember, you called me!” I reminded him that when he was hiring candidates, he looked for candidates who would actually sell themselves and do it enthusiastically. He kept saying that it was different with him, because “he wasn’t looking for a job. I called him!”
Obviously, the lesson here is that if you’re going to interview, it doesn’t matter whether I or any other recruiter “calls you.” The person that’s doing the hiring is comparing you with any other candidate and how or why you got there, doesn’t matter. If you don’t sell yourself because you think it makes a difference who called you you’re grossly mistaken. You have to sell yourself as though you were actively looking for a job