Kelly Dingee with a post: Starting a search online...for Civil Engineers
Claudia's Wednesday Wisdom
I'm just a girl who can't say no
Talent Talk Cafe...
The Homework Club AND The Power of Assumptions
Friday: TGIS (Thank Goodness It's Sumser!)...
Digging Into RecruitingBlogs.com v1.29
...and Editor's Picks
I’m Nervous, You’re Nervous, Everybody is Nervous…GOOD! by Kendall Messner
What I've noticed about new members of RBC... by Steve Levy
Leadership: A Gender-Balanced Act by Leslie Lopez
What DoesYour Age Say About Your Personal Brand? by Vikki Pachera
Awesome tool for sending Greeting Cards by Matthew Mancino
Why Recruiters Should Use Twitter and Must-Know Tips for Finding New Talent and Business by Jessica Meher - Akken
Firing Your Client by Slouch
Pour some sugar on my. . .job search by Maren Hogan
Compassion for Your Unemployed Candidates by Bill Radin
What in the Wakoopa is going on here? by Ryan Leary
[Related: Are Your Candidates Full of Wakoopa? by RecruiterGuy]
Productivity and the Perspective Piece of the Puzzle by Craig Fisher
Top 5 Mistakes Companies Make Hiring in a Recession by Ben Yoskovitz
Leadership to Leadershift by Shawn Lacagnina
My husband cheated.. I’m in a messy divorce... the ointment’s not working and 2 DUI’s put me in financial crisis while waiting for my wrongful termination settlement check to arrive.... by Heather Gardner
Give yourself a performance review by Cathy McCullough…
counter-offer and some hard feelings on the part of the old boss. Since I stay in touch with all of my candidates, I wasn’t surprised to get an invite to lunch this week from this new Director; I was surprised to learn that the sale of her division is about to be announced – and the buyer is her old employer. She was nervous about leaving her old job to begin with, and rumor has it that her old boss isn’t over it yet – so she’s concerned about what will happen next. What advice would you give the candidate under these circumstances?
Dear Middle Man,
It’s hard not to see the handwriting on the wall for this candidate: new boss (sort of), old score (for the boss, anyway), and a candidate who was nervous before the last showdown (but at least in control of her destiny). Now it seems that the pendulum has swung the other way, and the right of refusal has shifted back to the boss. I smell another job change in the air for your candidate, my friend – and the kindest thing you can do as a recruiter is to speak the truth to her about it, and lend a hand to connect her with a new job.
Speaking of the truth, you might also consider your own role in this mess. If I understand you correctly, this passive candidate was nervous about leaving her former employer and vascilated in the counter offer. My take? You saw a fee instead of a person and put your own interests ahead of hers on the way to the bank. Your reluctant bride had some inner conflict about loyalty to her employer vs. opportunity for herself, and you didn’t explore it with her. So the truth was that she hadn’t made the emotional decision yet to leave her former employer, and you influenced her to act before she was ready. No wonder she’s nervous about the situation at hand: she’s dealing with issues that should have been put to rest before she started her new job, and they're a year older and uglier now for having hidden in the back of the closet. No, my friend – I’d say you hold a lot of responsibility for the situation she’s in today.
In every life-changing decision there are three body parts that must be aligned:
The heart, where we give ourselves permission to change; the head, where we figure out the logistics; and the feet, where we carry out the intentions of the heart and mind. If any of those three aren’t committed and involved, the change won’t stick.
After you've been a recruiter for a while, it's easy to put deals together; the harder part is knowing when to say "no" to someone who hasn't committed. And since recruiters are the brokers of major life changes, it’s imperative that we poke hard at fear, which is often disguised as nervousness, concern, bravado, or even delay.
I think you have some ‘splaining to do – and another placement to make for this candidate. But this time, I suggest that you watch and listen more carefully to the language of commitment.
In my day job, I’m the Head of Products for Improved Experience, where we help employers use feedback to measure and manage competitive advantage in hiring and retention. Learn more about us here.
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