What to Do When You Haven’t Found the Right Candidate

In a hiring process, hiring managers often suffer moments of doubt. We are worried that all our time spent interviewing candidates might result in nothing. We wonder if we should give up on searching for the best performer and settle with anyone to fill in the position that has been open for so long. 

But we should never give up when it comes to hiring top performers. If our initial approach seems broken, we should adjust our recruiting strategy instead. 

A resume is not the answer

See how flexible we have been when choosing which candidates to interview. Did we focus on their resumes and cover letters? That is a common mistake. 

There is a low chance of finding the best candidate from just a resume. The most polished resumes do not guarantee the best candidates. If the resume looks polished, they might be more of a great jobseeker than a proficient worker. 

What is more important is that resumes don't give us the entire picture of a person's abilities. It is not realistic to accurately assess aspects of cultural fit such as work ethics from a resume or a cover letter.

Now, consider the good but imperfect resumes that we usually would throw into the reject pile. Spend some days talking to more candidates. Talking to 24 people should be an excellent place to start. 

A substantive phone call would provide you with a lot of information about the candidate. Talk about how the work they have been performing, and dive into the details of their work. We will understand our candidates better than any resume could do.

There is always a way to find the best candidate for your company.

Time to rethink your expectations?

However, let's say we have been flexible with the interviews, and we still have not found any suitable match. It is probably time to rethink our expectations for the open position. We should not settle for someone incapable of performing the job as it will make our situation far worse. 

We will be better off in the long run when we can consistently reconcile our expectations with the reality of who we can hire. Understand the kinds of candidates available to us in our job market and redesign jobs to fit the people we can actually hire. 

Instead of lowering our standards, we should instead consider redesigning the job to better fit the profile of candidates we can hire, and then hire someone who can be a top performer in the redefined position. 

We cannot build a strong organisation if we depend on hiring highly unusual top performers. Even when we occasionally hire a top performer, we will be afraid to manage them, afraid they might resign, and we will be afraid to promote them. It is not the way to ensure long-term success.

How to redefine a job

• Ensure that at least three other persons in the job market have the necessary skills. We might need to do a bit of market researching. 
• Get ready to pay the salary that those three other persons expect.
• Be prepared to offer the title that they would want. 

The usual recruiting and hiring decisions are driven by gut instinct and personality judgements. It results in employee dissatisfaction and disengagement, resulting in worse disruption, higher costs and extensive opportunity costs for employers. 

We can fight the flaws of a regular recruiting and hiring process and learn to hire predictably and successfully. We can start by assessing the strengths and weaknesses within our existing hiring process. 

Source: Staffing Advisors

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