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Especially in screening interviews, much of the selling that goes on from the interviewer’s standpoint is indirect selling—the interviewer selling himself. In choosing a company m which they think they will feel comfortable, candidates judge their comfort level primarily from the way they react to the interviewers they meet. Indeed,… Continue Reading…
Most of the candidates you recruit will have offers from other excellent companies. Focus on selling your company, not on tearing down others. Bad-mouthing other companies is always counterproductive in the long run, even if you regard them as a distinctly inferior choice to yours. For one thing, by disparaging… Continue Reading…
Recruiting rarely ends with the interview. When is the last time you ended an interview by saying, “I’d like to offer you the position,” and had the interviewee reply, “Great when do I start?” Usually you have to follow up with an interviewee in order to close the deal.
The… Continue Reading…
In the end, each candidate wants to know “What’s in it for me?” Therefore, you should concentrate on selling the benefits of your company, rather than its features. “Benefits” are what something means to a candidate. “Features” are merely descriptive. Part of your job in selling is to convert features… Continue Reading…
Successful recruitment or job hunting involves more than touting your virtues. Identifying and handling problems— the obstacles you face in recruitment—is no less important. No company or interviewee is perfect so it is best not to pretend you are. Indeed, dealing with obstacles in a forthright manner can be an… Continue Reading…
After all you have been through—both as interviewer and as interviewee—it would be nice if you could plug the information you gathered from the interview into a computer, press a button, and wait for the correct decision. But no such luck. Worse, not only can’t you get the right answer… Continue Reading…
Wherever possible, sell with specifics, not generalities. Candidates are numb to platitudinous claims of significant responsibility early on, an excellent training program, and fine prospects for advancement. So instead of talking about your excellent training program, pull out a copy of the training schedule for the next month and review… Continue Reading…
Let us assume now that you have completed the analysis suggested above and arrived at a list of well-defined characteristics you are looking for in candidates for the position. You may have produced an enormously long list of characteristics. For example, in my work with law firms, various firms identified… Continue Reading…
Producing a Commercial
In teaching interviewers how to sell their company more effectively, I sometimes put them through an exercise. I ask them to imagine they are preparing a thirty-second television commercial selling their company to interviewees. (Interviewees, of course, may do the same thing, imagining that they are selling… Continue Reading…
In addition to exchanging information, both parties want to use the interview to sell—the interviewee selling his qualifications and the interviewer the company and the job. In teaching people how to sell in the context of a job interview, I often encounter resistance. It’s as if selling in this context… Continue Reading…