I see relationships to career-related, job search and recruiting everywhere! For example, the candidate who clicks on personality with the decision-maker usually has an advantage over less personable candidates, including those with the same qualifications and sometimes even has an edge over individuals who have better quantifiable skills. Why? People make decisions based on, TRUST. Candidates, if you want to outshine competitors and encourage hiring authorities to make an offer, you must be likable.

Here’s a hiring decision I made about a house painter. The person I chose got my job owing to his assumed competencies as a contractor and clearly winning personality; I liked him as a person and trusted him. Here’s the first question, “Trusted him to do what? and the second, “Trusted him, how?”

He showed from the beginning that I mattered and he wanted to please me. Things were lovey-dovey for weeks until after the work was done. He willingly got through my punch list(s) with nary a grumble. Initially, I appreciated that he always came back and fixed problem after problem. Finally, it dawned on me that I was forever finding imperfections. Was he careless, didn’t have the requisite talent or operated with the mindset that it’s better to ask for forgiveness than to do the job right the first time? Yes, I checked his references; everyone mentioned his friendliness, positive attitude, and honesty. My mistake was that I didn’t delve into his technical abilities. That’s my bad. This personal experience is a clear example illustrating the idea, to get a foot in the door for a new business relationship, personality is a key factor.

What’s the takeaway connecting this headache to careers for hiring managers and job seekers? For candidates, to get employers to pay attention and see beyond your formal credentials, you must be likable. For hiring authorities, don’t be blinded by good interpersonal chemistry. Both parties should do their due diligence and not skip any steps to ascertain the WHOLE truth.

  • Request success story examples to demonstrate performance and work samples to show skills.
  • Ask probing questions. Don’t allow an evasive response to suffice.
  • Be thorough, detailed and explicit in reference checking.

Job seekers: what ways can you protect yourself from accepting an offer for a bad job?

Hiring authorities: how do you screen potential new hires and assess their qualifications?

 

 


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