Feedback, feedback, feedback

Recruiters are often considered as the dark side of the process. It’s true that there are times when we do well and other times when we do not.

One aspect that is fundamental to our role is giving feedback. There is a lot of discussion around feedback and the importance to give and receive it. Feedback should not only be the conclusion of the recruiting process; giving feedback is a dynamic and constant exercise during the whole recruiting process.


One of the secrets of being a good recruiter is following your candidates during the recruiting process. The feedback can be related to the format of the candidate’s resume, the way of presenting or the needed preparation for the interviews.  Being a recruiter means being a point of contact, from the beginning to the end of a recruiting process and give constant feedback. If feedback is a real gift, it has to help the growth and career development also for the candidates in a selection process. Even the ones that won’t be hired.

The candidate experience is not only about emotions…

You often hear about the importance of the candidate experience. The candidate experience refers to the dynamics related to the candidate’s journey during a recruiting process; the “journey” involves a few actors (interviewers, recruiter) and interactions (the steps of the interview process, email exchanges etc..).


Many companies try to understand, analyse and talk about the emotional side of the candidate experience, considering the involvement of different actors (recruiters and candidates for example). In addition to that, they tend to associate the candidate experience with the customer experience; the latter is the result of actions or planned actions/interactions between a customer and a company. Do the candidates need to be considered customers? Yes, twice; they are using a service (= your recruiting process) and they are prospects or already customers for the service(s) your company provides to the market.

Is your company really treating candidates as customers? Or are they doing just an emotions check? There is much more than the emotional side when we talk about the candidate experience. Does your company assess the points of contacts with the candidates (social media, company website, news etc), their tone of voice and the quality of the interactions? If not, they should start looking at the complete candidate journey and not only at the emotional experience.

You need to understand if you are a good cultural fit or not.

The organisational culture creates unique workplaces. Why? Companies are built by individuals. For example, two companies of the same sector and with the same organisational structure are different due to the social component.


When you think about your career, it’s important to understand to which kind of organisational culture you belong to. Not all organisations are the right fit for you and you are the right fit for them… yes, even if the role your applying for matches your experiences.  You have to think about the type of supervision you want (autonomy in the role vs close collaboration with your manager), the visibility (work in a client role facing or not) and the collaboration required in the team. It is important also to say that these aspects (autonomy, visibility, and collaboration) vary during your career. You need to evaluate these aspects in the specific period of time and in relation to your career development goals and ambition.

Finally, remember that the cultural context in your organisation changes over time. It changes and evolves as you do.

Do not say ” I am the perfect candidate”

I am a recruiter and I interview candidates for a living; there are times when the interviews are really positive and other times when they are not.

If you are going to be interviewed by a recruiter, your preparation is fundamental; however, the real difference is made by what you are ready to talk about. Example? Knowing the company’s financial results won’t necessarily help you. So what? Do not memorise the financial results but be ready to talk about your experiences. Considering that you are under pressure while interviewing, you can easily make mistakes recollecting the financial results.


One of the most asked question by recruiters is: why do you think that you are the right candidate for the job? You can answer talking about your professional experiences, the projects that you have been involved in or the career development path you want to join; these are valuable answers. The worst answer ever? “I’m the perfect candidate”. Let see a few reasons why saying that you are the perfect candidate is not a good idea.

1) You are evaluating yourself …what you think it is not necessarily true.

2) You’re evaluating yourself…however, the recruiter is the one there to evaluate your application.

3) You are trying to impress the recruiter. Interviews are not created to impress but to present projects, your experiences and skills. An interview is not a date!

3) If you have never worked for that specific company, there are definitely things that you do not know about them (processes, tools, the culture).

4) Showing self-confidence is fine.  However, saying that you are the perfect candidate is still not the best way to get started and set the right framework for the interview.

5) If you decide to ask questions to the recruiter about the role or the experiences needed to be successful in the job.. why should you ask these questions considering that you are the perfect candidate? you should know the answers already. The only thing that you are doing is proving that you are not the perfect candidate. You can be a good candidate, a very good one.. .not the perfect one.

Suggestion? Even if you really think to be the perfect candidate (or very close to the recruitment’s needs), well, do not say that.

Interview questions? Don’t talk (too much) about your team

Being prepared for an interview is not always easy. You think about the possible questions, you make a research about the company, you review your resume and you decide how much time dedicate to these activities; I know, looking for a new role is a job.


In order to be well prepared, you have to think about how/what you are going to answer. For example, you need to decide the level of detail that you are going to provide. When the recruiter will ask you a question you need to decide which details you are going to present… and you need to do it in a few seconds. You need to be ready to present cases or activities that you’ve completed/achieved or that are part of your daily job.

In most cases, our achievements and activities imply teamwork and shared responsibilities. However, even if it is important to show that you are a good team player, you have to present what degree of command you have for your activities. Showing accountability does not mean that you are not a team player. Mentioning only the activities that you are doing with the team is not enough to present your role.

Time for yourself? No, you do not need to quit.

Taking time for yourself is not exactly what you are thinking of. No, I’m not saying that you need time off or you have to quit... well, that’s not a bad idea if you hate your job.

I often write about career management, career’s choices and which competencies you should have to be more effective at work. I have always been passionate about these topics and the ones related to the personal development and growth (learning, organisation’s support and psychological concepts). In order understand your career you need to invest time in a self-reflection exercise. You need to be consistent and organised; you can’t improvise.


You need to schedule time for yourself. If you do not do it, you might end up thinking about your career when you are stressed or when you have done something wrong at work; if it is the case, the negative thoughts about yourself will distract you from having an objective evaluation and you will end up being over critical with yourself. Being constant and focused on this exercise will improve your approach to self-reflection, even if at the beginning it is going to be difficult and painful.

As mentioned before you can’t improvise. Why? You need quiet time and you need to be ready also at the emotional level.  You can’t rush it for 10 minutes in a middle of a busy day at work.  Your emotions, the stress and the lack of time could lead to hasty conclusions.  It is important to create your “lab” when you are alone with your thoughts.  Let’s say, you need at least 30 minutes a week; 30 minutes when you slow down and think. As I said in a recent post about curiosity, you should spend some time researching, studying and understanding. Give space to the curiosity about yourself. Give yourself time to think about it.

This self-reflection time is very important. More than you think. Try and let me know.

Swearing while presenting? I will not listen

I’ve attended a talk about tricks we can adopt in order to engage other people and having a focused audience. Considering that having the attention of colleagues or other stakeholders is fundamental in any jobs, I was very interested in listening to the presenter. He was talking and I was listening. As the presentation continued, I started becoming too “familiar” with the concepts that he was explaining. The tricks and the examples used resonated too familiar. How? Why? The presentation was very similar to one that I’ve listened to almost 5 years ago. Fine with it. Being original is not always easy (well, hard to say which of the two presentations was inspired by the other).


Among the tricks presented in order to keep the attention of your audience, he suggested swearing. The reason? You catch the attention of the audience and you break the status quo.  Let’s say that the goal is understandable, particularly if it is a lengthy presentation; however, in my opinion, it is not the way. The focus falls naturally. There are several work psychology studies that measure the so-called attention span; on average, our attention span ranges between 45 minutes and 75 minutes. As said, after 5 years, I still do not agree with swearing just to keep the audience focused. Call me old fashioned on this; however, I prefer techniques that are more intelligent, simple and refined. If you are not presenting exciting subjects, use images, examples or ask questions to the audience. Do not forget to create an interactive environment.

This is not another post about time management!

Our behaviour at work is the result of the perceptions of the reality around us. For example,  the perceptions related to a particular work environment are different amongst the employees of the same organization. There are employees who find the work environment very enjoyable and other ones who hate it.

One important perception is the one related to “time”. Let’s start with a simple example. We usually feel that the time is flying while we’re doing something that we like. On the contrary, we have a completely different experience when we are part of something (task, project, activity) that does not stimulate us and/or does not boost our creativity. As a consequence,  it is difficult for a manager to interpret the individuals’ perception of time. Why? We interpret our roles/task/activities in a complete different ways.


However, the managerial role is not tricky as for what I am going to describe now. Specifically, what is the perception of time with respect to success or failure?

Well, the whole thing becomes even more complicated and less generalizable than what said about the interesting (or not) tasks . The reaction towards the time spent to a complete an activity can be positive if you have completed something quickly; however, it can be perceived also positive if you have finally completed a task after a lot of time; why? you feel relieved.


Moreover, how much time we dedicate to the celebration of success or thinking about failures? Again, another perception and interpretation which depends on personality, attitude and also the work environment.

Yes. lt is very complicated. There are cases, such as in sales departments, where the achievements ( for example new deals) are celebrated. But, as the group celebrates, what is the achiever thinking? Is that celebration perceived as enough? Or is it needed more time for an individual (personal) self-reflection?  

Yes. It is complicated.  Your perception of the time is simply a fundamental dimension of your relationship with your job.


What’s the simplest thing to do for creating a collaborative team?

What’s the simplest thing to do for creating a collaborative team? I will tell you in a minute.

It happens often to read several articles about team building and collaboration; the fundamental elements which are usually presented as fundamental to create the “chemistry” are:trust, clear communication , clear goals and having an inspiring manager. In order to achieve this framework, organisations usually invest money for programs or specific initiatives. I imagine that it is happened to most of us to participate in offsites, social events or simple team meetings where your manager defines (or redefines) the team goals and/or the way of working.


But, are these official occasions enough? Do they really create that needed chemistry? Probably they do, but not completely. The first reason is due to the fact that not all the organisations invest in this kind of initiatives . Secondly, even if they do,  there is a lack of continuous development which follows these events; in other words, there are not initiatives which follows the official event.
So, which is the simplest thing to do? Creating a culture of gratitude. Saying “thank you” when someone is working with you, saying “thanks” to your boss for the opportunities and supports are just few example. Recognition is fundamental in order to creating a good teamwork atmosphere and a needed collaboration…

Do you usually thanks people only when they have done something for you? Better to open up your horizon to create a better work framework.

Succession plans? Knowledge sharing helps!

Succession plans are fundamental for the delivery of the organizations’ strategy. Many organizations have (unfortunately) a short-sighted approach in creating or thinking about the succession plans. Organizations often focus their efforts and attention only on the top-level, the management. With this approach, they assume that the technical and social knowledge which is retained at the “lower” levels of the organization is not that important.  I understand that the “top-level” has more responsibilities for the strategy; howeve, the other part of the organization is responsible for the delivery of the strategy.








Then, if an employee leaves, whatever responsibilities he/she has, a replacement needs to be foundFounding replacements does not mean only replacing the skillset; in fact, it is also mean working on the social network that needs to be (re)-created and the need of maintaining the same level of delivery. Activating the recruiting “machine” with an “asap” approach focused on the technical knowledge/skillset does not really work.

Finally, when a person leaves also his/her knowledge goes away. It happens because the personal knowledge (technical, political and social) is “communicated” but not stored. It is true that technology has changed the knowledge sharing (and retention) processes, but (luckily, in some extent) we still share information in person.

Considering what just mentioned, instead of panicking in order to find who “will be able to do the job”, what can organizations do to prevent this succession plan crisis? The solution is  creating a knowledge sharing culture and work on the implementation of knowledge sharing systems; knowledge is a real treasure for the organizations.  It is so important because many times does not really matter who is going to do something but the how counts much more. If your organization wants to be successful in the long run a more systematic approach for the knowledge sharing is needed.