A few years ago, I was working with a company recruiting for a senior treasury role.
It looked great – a proper opportunity for someone to come in and make a difference.
So, we got to work and produced three very strong candidates.
Everything was looking great…
Then the company shared their proposed interview process.
First step: a numerical test, then a verbal reasoning test, followed by a psychometric assessment…
Then a 45-minute interview with HR.
If they passed that, then they might get to Round 2 and meet the Treasurer and maybe some team members.
If they passed BOTH of those, then they might get to meet the CFO at Round 3!
It was adding up to about three hours across multiple stages before the candidate had even managed to work out if they wanted to work there.
Bear in mind that these weren’t graduates. They were senior treasury professionals – people who already do demanding jobs.
This is where a lot of hiring processes go wrong.
Employers still behave as if candidates should feel grateful just to be considered.
But that’s not how the market works anymore.
Most treasury professionals aren’t sitting at home waiting for someone to offer them a new job.
They’re already in good roles, delivering value for their businesses.
They’re not desperate to leave.
So when they see a job advert, the first question isn’t “How do I pass their interview process?”
It’s usually “Why would I work there?”
That’s where the shift needs to happen.
Advertising a role is NOT the same as attracting candidates!
Both words start with “A”, but that’s where the similarity ends.
You can advertise a job all day long, but that doesn’t mean the right people will come running.
Attraction is different.
It means answering the questions that are already in a candidate’s mind:
- Why did the previous person leave?
- How will this help my career move forward?
- What’s the culture like?
- Who would I be working with?
If those questions aren’t clear, the best candidates quickly move on.
And then there’s the other issue: asking candidates to jump through hoops before they’ve even decided if they like you!
I often say to my clients that recruitment is a bit like dating. You don’t start the evening by asking someone to complete a personality test and a maths exam. At least buy them a drink first.
In recruitment terms, that means having a conversation, letting candidates meet the hiring manager early, letting them understand the business and ask questions.
Only once they’re interested does the deeper assessment make sense.
Because what you’re really building is the same thing every strong hiring process needs…
Know. Like. Trust.
First, they get to know the company.
Then they (hopefully) start to like what they see – the people, the opportunity, the direction of the business.
Finally, they trust that joining your organisation is the right move for the next stage of their career.
That’s when someone commits.
In the example I mentioned at the start of this newsletter, I eventually persuaded the client to change the process.
Instead of testing candidates immediately, the first stage became a relaxed conversation over coffee with the hiring manager.
They were then able to set the scene, explain why this was a key hire and why they felt that they needed to add the screening stage at Stage 2, and they gained ‘buy-in’ from the candidates as they could understand why it was needed. Then, in the end, they actually wanted to progress.
The candidates understood the opportunity and could get excited about it; the rest of the process followed naturally.
The role was offered and accepted.
Because the company realised something important…
When you’re recruiting today, it’s not about YOU anymore. It’s about THEM.
Best regards,
Mike
