After months of interviewing, a few weeks ago Jim Perry finally received an offer for his dream job. Jim, who asked to not disclose his real name, was asked to lead the risk management department for one of the largest new hedge funds established this year. “This is a chance to set up this function from scratch,” Jim noted. “I can hire my own team and influence the risk strategy of the fund before they’ve made a single investment. Such an opportunity doesn’t come along very often.” Yet, after thinking it over Jim declined the offer.
With unemployment levels rising to historical highs, might tempt employers to believe that Candidate Experience has lost its relevance. But a closer look at the topic suggests that deprioritizing Candidate Experience might cost employers more than might appear on the surface.
“My interview experience with the firm left me feeling that this role might not be as central to the organization as they had originally conveyed,” Jim Perry noted. The interview process had started post-COVID, so Jim had no expectations of a quick turnaround in a turbulent market. The more important point for him was that the hiring manager didn’t communicate with him for a 4-week period.
Jim points to Maya Angelou’s classic words that “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” And Jim felt that the hiring manager might say that the risk strategy is critical to the organization’s success, but had left Jim feeling his boss could be distracted by other projects – and when that would eventually happen, Jim would lose the support of his main sponsor within the organization.
Here are a few common facts that companies forget when deprioritizing Candidate Experience.