Philip Emms, Partner in our Local Government practice, looks at the importance of strong communication in any recruitment campaign, including accurate feedback for candidates –successful or otherwise in TheMJ.
In our role as recruiters supporting very senior public sector appointments, we spend far more time giving disappointing news than sharing good news.
While most campaigns result in the appointment of a single individual, many others will have invested considerable time and effort in the application, interview and selection process.
Rejection is an unavoidable part of the candidate experience, therefore timely, considered, honest and thoughtful feedback is a key part of that process.
Executive recruitment in local government asks a great deal of candidates. Those applying for senior roles invest significant time in researching the authority, understanding its organisational and political context, attending interviews, engaging with elected members, officers and other stakeholders, and explaining how their leadership can respond to complex local challenges. They are also competing against others in a demanding process, often while managing the pressures of an existing role.
In high-calibre fields, many candidates inevitably will not progress. How that outcome is communicated matters. Providing considerate, reflective, honest and constructive feedback, at every stage, is a matter of professional respect and courtesy and, from a recruiter’s perspective, a question of integrity.
Following an interview, candidates should receive the outcome directly and, wherever possible, through a conversation rather than an impersonal message. The purpose of feedback, however, goes beyond courtesy. Done well, it gives people an opportunity to reflect, develop and improve their prospects of future success.
Too often, candidates are left with little meaningful insight into the outcome of a recruitment process. Some hear nothing after submitting an application, while others receive generic statements such as, ‘there were stronger candidates’. While that may be true, it does little to help someone understand the decision or prepare for their next opportunity. Although calling every unsuccessful applicant is challenging due to timeframes and numbers, everyone should be notified of the outcome of their application and offered the opportunity for a feedback call. Following interview, however, personal contact should be the norm. Sharing outcomes and constructive insights directly is a fundamental part of the recruiter’s role and a reflection of professional integrity
For feedback to be valuable, it must be honest, fair, balanced and supported by evidence from the selection process. Difficult messages should not be avoided just because they are uncomfortable to deliver. Equally, honesty should be balanced with empathy and a constructive message about next steps and a pathway forwards. Feedback conversations allow a broader discussion about career planning, future opportunities and personal development. Their goal is to encourage candidates to reflect on their career direction and assess their approach to applications and interviews.
There is an important distinction between criticism and feedback that supports development. For example, telling someone that they did not demonstrate sufficient strategic leadership is of limited value on its own. Explaining where their answers remained too operational, how they might have drawn more clearly on relevant experience, or why their career and experience background was less suited to the authority’s current context gives them something meaningful to consider.
Effective feedback may relate to interview performance, skills, experience or suitability. It should also reflect the context of the appointment. Executive search is rarely a straightforward exercise in identifying a universally ‘better’ candidate. Several people may be capable of doing the job, but one individual may offer experience that is especially relevant to the organisation at that point in its evolution. Explaining that context can help candidates understand that an unsuccessful outcome is not necessarily a judgement on their wider capability.
Timing also matters. Some candidates want a detailed discussion immediately, while others benefit from time to process the outcome before discussing it. Disappointment can affect how well someone is able to listen and reflect. A brief call to communicate the decision, followed by a separate feedback conversation, may create a better environment for an open and constructive discussion. Candidates may feel vulnerable at this stage, but they should feel able to ask questions, test their understanding and discuss areas for development openly and constructively. Recruiters have a role in creating that environment and in helping people translate feedback into practical next steps.
Working with senior leaders in local government is a privilege, and that carries responsibility. Executive search consultants may play only a small part in a person’s wider career, but our conversations can influence how candidates view their abilities, ambitions, opportunities and future choices.
Some of the most rewarding outcomes come from supporting an individual through more than one campaign, seeing them respond to guidance and eventually secure the role they have been working towards. Ultimately, it is their skills, experience and leadership that earn the appointment. However, if thoughtful feedback has helped them present those qualities more effectively, then the recruitment process has delivered value beyond filling a single vacancy.
A successful campaign should leave an authority confident in its appointment. It should also leave every candidate, including those not selected, feeling that their contribution was valued and that they leave the process with something useful to take forward.
If you would like to explore with us how our Local Government practice can support your current leadership priorities and challenges, get in touch at info@gatenbysanderson.com