Transcript: Making the decision

You’ve found great candidates, you’ve assessed how well they fit a job behaviorally and cognitively, and you’ve interviewed the top prospects. You’re ready to make that decision and provide an offer. That’s the end of this long process, right? Wrong! Yes, we have objectively looked at the data and come up with the candidate who is the best fit, but your job isn’t done yet. There are some things both right before and after the offer that you should consider.

Before the offer, you still might not be 100% sure and have two candidates who just seem perfect for the job. With PI’s Team Discovery tool, you can take a look at how both of these  candidates will fit into your existing team. Compare how they can impact your Team Type and the objectives your team is planning to tackle. This is a great way to see where those candidates will be able to help the team grow and where they can strengthen already existing behaviors.

But maybe you’re just not sure any of the candidates will be a perfect fit. If that’s the case, don’t compromise! It might feel hard right now to not fill that seat, but you should never make a decision because a person “might” fit. You’ve collected a lot of data, so be sure to stand by that and choose objectively.

Whether you’re providing an offer or conducting an interview, you should always be honest. What can the employee expect from your organization? What’s going to be great and perhaps not so great. There’s no point in lying; they’ll find out exactly how the organization operates when on board. The candidate needs to understand where they are joining. It’s better they know more details up front rather than quitting shortly after because they don’t feel like it’s a good fit.

Once an offer is given, remember to keep the person excited about working for your organization. Stay in touch with them and provide documents and deliverables the team is working toward to make them feel like they’re already a part of the action. Send tokens of appreciation like a fruit basket to their house to convince not only them, but also their family, that your organization cares about bringing them on board. Once the offer comes, the recruitment process doesn’t stop. Think about it. They might have other offers come in but if they already feel invested, they’ll be more likely to stick to your offer. 

For advanced PI software users, you can even show the candidate exactly why they will be a better fit for this role with your company rather than where they are now. The Behavioral Assessment has a self and self-concept which will show, respectively, who they feel they are and how they feel they are expected to be at work. If you see a big difference in these patterns, this means that person has to stretch to be someone they aren’t naturally, which can lead to burnout over time. Now compare their self to the job target of the role within your company. Are the two closer? Then it’s time to sell the fact that they’re a better natural fit for the role. 

No matter what approach you decide on, it’s important you act in a timely manner, as well as communicate exactly what will happen after the interview, and when. This will not only be appreciated but also keep the candidate engaged. 

This way, once you find the right candidate, you make sure they want to join the right organization—yours.

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