These days at
least 95% of applications for a new job are received by e-mail. Personally, I do not think it too much to ask of executive recruiters that each
applicant receives both:
- an acknowledgement of receipt of his/her application by return e-mail; as well as
- provide a second follow-up outcome email – a simple "thanks but no thanks" for those who made an effort to put their hat in the ring but were not successful.
After sending a recent ‘thanks but no thanks’ email, I received two
phone calls in quick succession. Both candidates
missed making the final interview list and rang to seek feedback on their
respective applications.
The difference in their approach to the same conversation made an extraordinary difference to the outcome.
‘Tony’ was the first to ring: what happened in the first seconds of his call gave great insight into the art of how (not) to obtain meaningful feedback ...
He launched into the conversation,
"I would appreciate receiving some frank feedback. Given my significant experience, I am amazed that I was not offered an interview."
His phone manner recalled my hesitation when reading his
application originally regarding his written expression …a sense he was not shy
in stating how confident he was in his experience and what he had to
offer. There is a balance in all things,
if you get my drift. On this occasion however, he was clearly not the best candidate in either experience or qualifications.
Irrespective of how good or bad I might be at providing feedback, in
those opening seconds he communicated one basic point. His primary emotional reason for the call was not feedback but to reassure himself of his intrinsic worth; the very reasonable need to
be acknowledged as valuable and experienced.
My response was caution: I was conscious of immediately being careful with the words I chose in
reply. I felt he wasn’t listening for
learning but possibly for ‘ammunition’ to mount an argument. I became guarded, less frank, and potentially
less useful.
After his phone call, I sat and thought about Tony and his approach to
the phone call. I had to laugh at
myself: I undoubtedly have approached similar circumstances in the same frame
of mind.
For Tony, what would usually
be the aim of seeking feedback on his application? Clearly, to find out more of what the
recruiter is looking for so as to improve his résumé and hence, increase the chance
that the (next) recruiter is persuaded to ring and ask for an interview.
Tricky things, résumés. They
need a lot of work to get right.
Literally five minutes later, ‘Greg’ rang to thank me for informing him
of the outcome of his application (he
thanked me) and politely asked for
feedback on his application. He asked open questions about content, layout -
he raised issues, seeking my opinion. He
had clearly prepared in advance, thought of what he wanted to know, areas to
explore.
It was more than that though. Preparation is important but it was his attitude that was the key. Greg clearly communicated to me that here was someone keen to
do better and here was a recruiter he could tap to do so. I was struck by his intelligent approach to
the conversation …. and no, this was not because I like the sound of my own
voice... His attitude immediately created an ease in speaking with him. He did not challenge what I said; rather he listened
and then asked clarifying
questions. It was well done.
Oh yes, I made careful notes on his file regarding both his preparation
and obviously sound inter-personal skills. If he applies for another position I am managing, I will have good
reason to pause and think more carefully. After all, I now have first-person information in addition to his résumé to motivate me to call! And
I'll bet his résumé improves too …
So let’s go back to the start.
Because
it is before the request for feedback
is made that the probability of realising the potential of constructive
feedback is won and lost.
Thought # 1 is clear – asking for
feedback is usually a good thing. The response to requests for feedback
is generally positive. We all like to
offer our cent’s worth and most of us are very willing to do so with little
prompting …
Thought # 2 – one agenda and one
emotion at a time! With Tony, his
opening words introduced other emotions, other motivations over and above
seeking feedback. If you are not ready
to listen then wait until you are.
Thought # 3 - feedback is as good
as the motivation of both parties allow.
With Tony, I didn't even have the opportunity to be useful (or not!): he
wasn't listening. Greg on the other hand was all ears …
Thought # 4 – if you seek
feedback, then your role is appreciative enquiry
– that is shut up and listen! Asking for feedback infers you value the opinion of the other
person. That they have a valid point of
view, a position of authority, or experience that generates respect. If it is worth asking, then it is at least
worth listening.
Thought # 5 – in constructive feedback, preparation and then ‘open’
questions generate more information and are not perceived as defensive or
laden with other issues. This is a
one-off opportunity to collect new data - your primary task is to listen. Thinking about what is said should be
reserved for later, after you have had time to consider what was said and why.
Thought # 6 – take notes and say
so – it is much harder to argue when you are also trying to write notes of
what is being said! Besides, this greatly assists your own post-discussion debrief. In this case, these were my opinions that
were sought; both Tony and Greg are welcome to agree or disagree, use or not at
their leisure.
Thought # 7 – emails are cheap – send
a thank you!!!
Tony may not have helped himself, or maybe he did the best he could at
that moment. However, he and Greg certainly reminded me
that preparation and attitude in how I approach such a simple task dictates
ultimately the value of what I receive.
Cheers
Nic
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