Subscribe Feed (RSS)Candidate feedback encompasses a diversity of experiences after the first visit with the company.
“He did all the talking. I had to interrupt in order to tell him something about myself. He seemed to be selling me on the job without trying to find out about me.”
Conversely, one particular president is known to follow a warm greeting with 15 to 30 minute interviews during which he intensely probes candidates. He won’t allow questions while he’s digging, but he’ll make time when he’s satisfied. He doesn’t sell the job or his company. If he decides you’re right for them, he leaves the rest up to his senior management.
Occasionally, executives will ask illegal questions of a candidate. Whether naive or nervy, you can politely tell them the score.
A female vice president candidate for a director of human resources position was asked her height and weight, “for our files,” said the interviewer. She flatly refused, quoted the law and the talk ended. She didn’t sue; she didn’t get the job.
Another individual was asked his religion and gave the information to an executive who had won his trust during a two hour luncheon interview. “I was annoyed with myself later for answering the question. He was a very disarming guy.” He didn’t get the position.
“Throughout the conversation, the General Manager stared at my wristwatch. Our eyes would meet occasionally and very briefly, then he’d drop his gaze to my watch. Was he bored or rushed and checking the amount of time he had? I came so well recommended by you and by his senior staff. What went wrong?” When the headhunter queried the client he was told that the candidate was wearing a $10,000 gold Rolex. The general manager felt that anyone who could afford one wouldn’t be motivated enough to do the job. And, unrealistic as this idea might be, the recruiter couldn’t disabuse his client of this notion.
Be careful about being overly critical of the headhunter’s client. Of course, if the company was awful and you’re not interested in them, that’s another story, though it’s rare. You may not know how deep the ties between the headhunter and his client are, and he may believe them and not you. So if you’re interested, but had some problem with the company, explain it tactfully. The headhunter will be concerned about hurting his client relationship and also fear a placement who could leave prematurely. But it may be a new client or there may be a known executive who has an unpleasant reputation. Therefore share your experiences.
A headhunter arranged for a long-standing client to fly from New York to Houston and to interview several people whom he had already screened. The senior vice president was to be telephoned from his hotel lobby and candidates would then be invited up to his suite. One executive stood him up, although a note was delivered from the front desk indicating that he had tried to reach him. The senior vice president was firm in saying that he had always been in the room and never on the telephone save for a very brief chat with an arriving candidate. Whom would you believe? Did the candidate call the wrong room? Did he not show up, but called the hotel and left a message to cover himself? Why should the client lie? The candidate was dropped.
An aggressive, senior level financial manager returned from a visit to a long-standing client of the headhunter. Of the personnel manager, whom the recruiter liked a lot, the man had negative things to say. “He’s a typical personnel type who doesn’t know the job well so he asks simple, obvious questions.” The personnel man reported to the president who valued his input about people and used him as a barometer and personal matchmaker for the company. Intuitively, this gentleman had detected a minor unpleasant quality in the candidate’s delivery and, later, asked the headhunter if he had noticed it. The candidate was dropped.
You will meet all kinds of people when referred to a company and only you can decide whom you are comfortable with. But a visit is a two-way street, you’re sizing them up too, so ask virtually any and all questions that you want to. It’s the only way you’ll get firsthand information about the company and its people. It is advisable, however, to focus questions during a first visit on the company, its people and the job’s content. You may not get all the depth that you need. It will come with subsequent visits. Avoid questions about compensation and benefits. Assume that the headhunter gave you accurate information. This will be explored in later visits.
Infrequently, your first meeting with the company will include the headhunter’s presence. There are executives who prefer that he be there to guide the interview. It’s atypical, but not inappropriate. And it can work to your advantage because a known entity, the consultant, can take the newness or strain out of the first meeting and even guide it.
It can be exhausting, a visit with several executives, being “on” for hours, extending your best foot. You may need to allow several hours, occasionally days, to digest and code all that has happened. You may find that executives whom you met know people whom you know, and now you want to check with these men and women. Of course, many candidates come away with sufficient interest to quickly know that they would welcome a second visit. Things looked good and another visit is needed to fully determine if the deal is right. Sometimes candidates and companies are sufficiently sure of their interest or lack of it and share this directly with one another. More often, facts are gathered on both sides in a congenial atmosphere. Parties then ask to sleep on it and get back via the headhunter.
