You either sell the candidate on "yes" or the candidate sells you on "no"! By Darren Saul

Jeffrey Gitomer is my idol. He has taught more about the science of selling and positive attitude than anyone else. With regards to any sale Jeffrey always says "you either sell them on yes or they sell you on no''. Adapting this ever so slightly to the recruitment industry (and particularly relevant to the interview process) my version is "you either sell the candidate on yes or the candidate sells you on no".

After close to 2 years of repressed hiring something major has just happened - the market has made a dramatic shift in the opposite direction and it's my view that we are heading into a period of serious candidate shortage.

How do I know?

• More jobs appearing on job boards everyday
• Less quality responses from job boards everyday
• Increased need for networking and referral activities to source quality talent
• "Market rates" climbing
• Increased number of recruitment companies head-hunting and hiring recruiters to keep up with demands

And the most important one (well to me anyway) -

• More jobs being turned down by my top quality candidates for other roles (and yes my recruitment peers are all singing the same song)

WHAT DOES THIS MEAN FOR MANAGERS AND RECRUITERS? It means we have to make sure that we sell our candidates on yes so they don't sell us on no!

BENEFITS: Shorter recruitment cycles, increased productivity and profit, more time for business as usual, more time for coffee and muffins...

HERE'S HOW -

• Take time at the beginning of the interview to build strong rapport - always take the friendly approach, use humour and creativity, try to find common ground (you will definitely need it later on)
• Ask insightful (prepared) questions that challenge and makes the candidate answer in terms of you, your organisation and the role - intelligent questioning is probably THE most valuable tool for creating rapport and credibility
• Give them a very strong sense of the culture and management style of your organisation - offer details and examples (collaboration, regular two-way feedback, frisbee on Tuesdays, Karaoke in the parking lot on Fridays)
• Paint an extensive picture of the role and daily responsibilities - they need to envision and "feel" what it would be like in the role day to day
• Give them a clear outline of what you see as the progression path including any training and development - candidates love training nearly as much as they love $$!
• Sell the BENEFITS (not features) of the culture, the organisation and the role
• Outline the package/rates on offer in detail ie. base, super, car, parking, technology, training, bonus, gym, health insurance...(either to your recruiter or directly if all parties are comfortable with this)
• Explain the "standard" working hours and how they will be compensated for overtime
• Take them on a tour of the premises - do you have new plush offices with a great view? Show them! If not, the cappucino machine and candy dispenser will have to do...
• Allow them to meet at least a few of the team members
• Maintain a strong sense of positive MOMENTUM - give very prompt and detailed feedback. There is no bigger killer to the enthusiasm of a candidate than a long delay in the interview process - even no message sends a very clear message!

REMEMBER: A candidate's decision to "buy" (or in this case "accept") is formed in the heart first and then justified by the mind. It's an EMOTIONAL decision and we have to therefore push the right emotional buttons to ensure a positive outcome. The more buttons we push the less left for our competition!

Great - they have accepted - you have them!

Now you just need to keep them...

(Oh yes - and thank you Jeffrey!)