FINDING MR./MS. RIGHT Don't Drop the Ball By Julia Drake, Editor Canadian Grocer Magazine December 14, 2000 You have a senior position to fill and you've found a candidate who seems ideal. After several interviews and internal approvals, you extend an offer and the candidate declines. Just what went wrong?  One of the most common mistakes that companies make is dragging out the hiring process, says Louise Daigneault, vice-president of sales at Mandrake Management Consultants, based in Toronto, Ont. "In today's war for talent, a candidate available this week may have taken a position with another company by next week," she says. "Having the most efficient hiring process possible is paramount to be able to snag the best people and be first on the table with an offer."  Stories of companies losing their number one choices due to procrastination are "rampant," says Ted (Ford) Fouriezos, associate vice-president, sales and marketing division, for Judge/Cella Inc., based in Atlanta, Georgia.  Daigneault recommends limiting the hiring process to about two weeks once interviews begin. "If this seems short, don't forget that, if transferring from another position, your chosen candidate will most likely need to give their current employer at least two weeks' notice that they're leaving, or else they may have other personal matters to sort out before their start date."  She adds that one way to make the hiring process simpler is by keeping up-to-date electronic templates for all key positions, which can be easily modified, printed or e-mailed when a job search is under way.  "As for the interview process itself," says Fouriezos, "it's important that retailers sell their opportunity to the potential hire by discussing all the benefits of their company in short- and long-term focus." Discussing a candidate's long-term career plans and describing your company's value proposition will influence job hunters positively, he says. "We've all heard the stories of BMWs being offered as signing bonuses, and although the grocery industry will never reach such absurdity, companies are looking at different 'soft benefits' to entice the quality employee," he adds.  "Recruiting is selling first--putting yourself in that person's shoes and making them feel good about your company and the idea of working there," says Anne Fawcett, managing partner and director for The Caldwell Partners International. During the interview, "sell your company and market your opportunities," she adds. "Never assume that people know who you are and what you stand for."  < Return to Mandrake in the News