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The Recruiter's Digest
 Recruiting News, Training & Commentary by Bill Radin

November, 2007

Fighting Post-Placement Depression

I made a critical mistake following my first placement. For whatever reason, I failed to communicate with the candidate during his initial week on the job.

By the time I called him on the second Monday, he had already left and gone back to his old company. He might have quit regardless of whether I stayed in touch, but I’ll never know for sure.

Later, I came to realize that all placements are tenuous in the beginning. Not only is it human nature to feel some degree of buyer’s remorse, there are a multitude of distractions that can ratchet up the candidate’s level of stress. And when you factor in all the things that can go wrong or get lost in translation, it’s surprising more candidates don’t pack it in during their first week on the job.

Moral Support and Intervention
To protect your hard-earned placement
and the good faith the candidate and the new employer have invested in each otherit makes sense to stay involved. Here are just a few of the strategies I’ve used to lend a helping hand:

1. Make sure the placement is clean. Tie up any loose ends, and proofread the company’s offer letter to prevent errors that may ruffle the candidate’s feathers.
2. If appropriate, help the candidate write his resignation letter or have a template ready.
3. Prepare the candidate for his resignation by telling him how his company will react, and how to deal with a counteroffer attempt.
4. After the resignation, encourage the new employer to engage the candidate in a project so he can hit the ground running.
5. Call the candidate on the date of start and a couple of times the first week. If appropriate, take the candidateand the candidate's bossto lunch.
6. Follow up with the candidate at least once a week for the first month.
7. Touch base with the hiring manager periodically. You’ll not only get a sense of how the candidate is performing, you might also be asked to find additional staff.

First-week problems typically result from a lack of task clarity. In other words, the candidate might misunderstandor the supervisor might fail to effectively communicateexactly what the candidate’s priorities are.

When people have never worked together, it often takes a while for everyone to get their bearings. Fortunately, I’ve been able to save several placements that were starting to unravel during the shake-out period.

As recruiters, we’re naturally inclined to look ahead to our next placement
and our next. I’ve found, though, that recruiting is like politics, in that you always need to keep your eye on the ball. If you begin to think too far beyond the next election, there may not be a next election.

 
 


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