We have all been in a position where we’ve been faced with the tough dilemma of having multiple stellar candidates but only one job to offer. Recruitment Marketing Magazine spoke to Kate Furey, Career Insights Specialist at Indeed, for her expertise on how to pick between two top-tier candidates.
What is the difference between a culture fit vs. culture add and how can you differentiate between the two during the recruitment process?
A culture fit can be understood as someone who fits in with your organisation’s existing culture. They’re typically someone whose values, beliefs and behaviours align with the company and its employees, and someone you can imagine fitting seamlessly into the ecosystem of the organisation.
A culture add is someone who brings with them valuable elements that your culture lacks – whether that’s a different skillset or a different way of thinking. Where a culture fit preserves familiarity and enables cohesion, a culture add brings something different that contributes positively to your company.
Many organisations make the mistake of focusing too keenly on hiring for a culture fit, resulting in them overlooking potential culture adds. If you find yourself gravitating towards certain candidates over others, stop to consider why – and whether you might be missing out on someone valuable.
How would you test and compare two candidates’ soft skills?
If you’re trying to choose between two candidates who both have the required hard skills, chances are that one candidate’s soft skills could set them apart.
Soft skills like communication, grit and empathy are highly valuable. Note how well candidates convey and receive information, including the way they write, speak, listen and respond. Do they repeat back what they heard to confirm understanding, or do they frequently interrupt?
Assess their empathy and interpersonal skills by asking about a difficult situation or conflict they had in the past. Were they able to see the problem from both sides and reach a solution?
Measure grit by asking candidates how they respond to failure – do they learn from their mistakes and resolve to try again, or do they tend to give up and shift their focus elsewhere? Your candidates’ answers to these questions could help make your final decision easier.
Why should you use a double-blind test and how can it inform your final decision?
If you still don’t have a clear standout, a double-blind test could help. This involves removing candidate identifiers such as name, age, gender or spoken languages, before giving candidates a practical task to complete – for example, for someone applying for a client-success role, you might put together a list of customer complaints and have the candidate participate in mock service calls.
The absence of identifiers ensures that all candidates are competing on a truly level playing field – in other words, you’re assessing the candidate solely on skill.
The recruiter then brings in two colleagues who understand the requirements of the position but are not familiar with the candidates. This further reduces the chance of unconscious bias and ensures you’re hiring the most qualified and capable candidate for the job.
What are your tips for candidate care to ensure the candidates who miss out are keen to go into your talent pool?
It’s important to ensure candidates have a positive experience when interviewing, regardless of the outcome of their application. Indeed recently conducted research on job seekers and employers’ biggest dilemmas when it comes to recruitment and found that the majority of job seekers (66%) are put off when interviewers are rude, distracted or disinterested during interviews, while 55% would like more regular communication and feedback throughout the interview process, and 50% dislike having too many pre-interview steps.
Your interactions with a candidate will often form their first impression of the company, so it’s crucial to ensure this is a positive experience. Treat candidates with the same level of respect, consideration and attention with which you’d expect them to treat you, and make sure they’re kept updated and informed throughout the application process. If the process is taking longer than expected, get in touch to let them know when they can expect to hear from you, and invite them to ask any additional questions they might have. If they’re unsuccessful, explain why and offer to provide feedback where helpful. A positive candidate experience means unsuccessful candidates are more likely to hold your company in high regard, and more likely to speak favourably about the company to friends and colleagues.
Kate Furey is Indeed’s Career Insights Specialist and APAC Corporate Affairs Director. Kate has a dynamic global background in communications, marketing and journalism. Kate’s passion lies in helping people find jobs they love.