As an officer for Continental Bank in Chicago (and later as an administrator with DeVry Institute of Technology), Jim Kacena would only hire candidates who followed up quickly and effectively. To him, job hunters' post-interview actions indicate their level of interest, desire and commitment.
"A lack of follow-up is a sign of laziness," Kacena says. "A candidate who drops the ball after the interview probably won't follow through on work assignments, either."
Thank-You Letters
Even interviewers who take less of a hard line agree that good follow-up procedures help candidates stand out from the crowd. While working for a Chicago foundation, Phyllis Edelen knew a manager who was hiring an executive assistant. The manager acknowledged that she would have been happy with either of two finalists for the position. But by sending a thank-you letter after the interview, one candidate turned the tide decisively in her favor.
"It convinced the manager that the candidate really wanted the job," Edelen says. "She wasn't sure the other candidate was all that interested."
Unfortunately, many candidates hesitate to express interest or enthusiasm to employers for fear of looking overeager. Yet the blase approach usually backfires, as one product manager learned the hard way.
"The hiring manager told my client that she didn't get the job because she never said she wanted it," says Cheryl Heisler, president of Lawternatives, a Chicago-based career counseling firm.
A good thank-you letter is an ideal way to make sure that you express the kind of interest and enthusiasm employers desire. But it's not enough to send a form letter. You must sound genuine and sincere, and that requires a personal touch.
Kacena recalls crafting individualized thank-you letters for each of seven partners and associates at Costello, Erdlen--a now-defunct outplacement consulting firm in Boston--after he interviewed for an associate's position there. Since all seven interviews were conducted in one day, Kacena had to scribble quick notes to himself between meetings so he could later personalize his communications.
The effort paid off. Executives at the firm offered him the job (which he accepted), explaining that they'd compared his follow-up notes and were impressed with his ability to establish a personal connection with each firm member; it made him stand head and shoulders above the other candidates.
Besides expressing interest in a position, thank-you letters can reinforce or correct a first expression, or build on the relationship you've already established with an interviewer, says Ruben Lamarque, a former sales manager with AT&T. He adds that sending quality correspondence will reflect favorably on your personality and writing style. "Personally, I'm impressed by a really creative, professional and timely acknowledgement and/or recap of the interview."
A follow-up letter should be more than a polite thank-you. Crafted properly, it can be a powerful selling tool. Use the following four-part structure to get more mileage from your message:
- Tell the interviewer how much you enjoyed meeting him or her.
- Express your enthusiasm for the company and job.
- Reiterate a specific selling point.
- Establish your next point of contact.
Admitting that it felt a bit like apple-polishing, Lamarque penned the following in his thank-you letter to the dean: "It's obvious to me, from our brief discussion, that you must be very popular with students . . ."
Then, Lamarque described his own pride in having mentored many protégés during his corporate career, and expressed his desire to continue mentoring as a teacher. Not only did Lamarque get the job, he now tries to emulate the popular dean.
You have to have a certain people-style to get away with flattery. More guarded (or jaded) job hunters may find that this technique rings artificial for them. You must find your own style. If you feel uncomfortable openly complimenting an employer, it isn't a necessity (simply a nicety).
You might try focusing instead on some aspect of the interviewer's organization that particularly interests you or where, perhaps, you'd like to get more involved. Simply expressing a desire to learn more about a specific function or area is its own kind of compliment. A refusal to do so, however, can be equally telling.
A clinical psychologist was hoping to direct the start-up efforts of a new private psychiatric hospital in the Chicago suburbs. Since the hospital was hiring an entire clinical staff, they were looking for people with innovative ideas about how to develop and market their services.
To get a feeling for the psychologist's thinking, the hiring manager asked him to write a short proposal explaining how he might approach the question o: program and service development. The psychologist refused.
"If they want my ideas, they have to pay for them," the psychologist said "I'm not going to give them away for free."
He never got the chance. Even though he was truly interested in the position, he wasn't willing to make the effort required to receive an offer. Yet, when he didn't get the job, he was disappointed and angry.
You may sympathize with the psychologist. After all, why should he have to work so hard for an employer who may never hire him? Why should he give his expertise away for free? Or invest himself in an organization that might just steal his ideas?
Why? Because he really wanted the job. And they were really interested in him. But his refusal to substantiate his skills proved problematic for them. Not only did they remain unsure of his abilities, they questioned whether he'd be the kind of employee who would give the 110 percent effort they wanted and needed.
Overcoming Doubts
To prevent such mishaps, part of your follow-up goal should be to actively determine what reservations the employer may have about hiring you. Then, you must actively work to resolve these issues, or you won't get an offer. This process begins with an honest critique of your interview performance. Ask yourself if there's some objection that you didn't completely rectify (and what would be the best way to do so).
"Any time you feel that something is wrong, don't put your head in the sand and wish it would go away," says Cheryl Heisler. "It might make the difference between getting an offer and losing out on the opportunity."
One attorney--who was enjoying his employment sabbatical a little too much--recognized he'd need to correct a bad impression quickly if he wanted a job offer. When a recruiter from a corporate law firm had asked him when he'd be available to start, the attorney mentioned a date outrageously in the future.
One look at the recruiter's dismayed face told him he'd erred. But he didn't immediately retract his statement for fear of looking too defensive.
Thinking the encounter over afterward, the lawyer realized that his answer had certainly revealed his ambivalence about going back to work so soon. Wishing to make up for the error, the lawyer telephoned the recruiter the following day.
"I realize I made a mistake," the candidate said. "I'm really excited about the position and can't wait that long to start." This call helped alleviate the recruiter's concern and allowed the firm to move forward in the hiring process.
Outplacement consultant Richard Ehlers approves of this candidate's proactive approach. "Always look for obstacles and how you can resolve them. If you sense an interviewer's reluctance, call up and say 'What else can I do to convince you?'" he advises.
If you understand (and can empathize with) an employer's reservations, you can also take some steps to overcome them. During his AT&T career, Lamarque remembers interviewing with a manager who was starting a new strategic planning and development department in Texas.
Although Lamarque was very interested in the position, he knew that his lack of experience in strategic planning was a major stumbling block. So, even before the interview, he started educating himself about the discipline by reviewing relevant literature. And he continued that process in earnest afterward. Along the way, he discovered several provocative articles on the subject that he thought the interviewing manager might not have seen.
On three separate occasions, Lamarque sent an article to the manager along with a brief (empathic) note suggesting that the information inside might help him with his task.
Although he can't be certain that these articles and notes clinched the deal, Lamarque did get a phone call from the hiring manager shortly after his second "mailgram" indicating that he was, indeed, a viable candidate. A few weeks later, he received an offer and accepted the position.
Dealing with Silence
Too often, candidates assume that silence from an employer means rejection. Usually, it just means that the employer is making the hiring decision more slowly than anticipated. Tolerating the company's pace (and your anxiety) is part of the psychological task.
But while your job search may not be the firm's first priority, that doesn't mean you have to sit around anxiously twiddling your thumbs. You can use that time constructively to build your relationship and credibility with the interviewer, and convince him or her to decide in your favor.
Consider the strategy of a sales representative with a Midwestern wholesale manufacturer. She had a very good interview with a sales promotion company, but the recruiter had said she was hesitant to hire someone without industry experience. She'd also mentioned that she was still actively looking at other candidates.
The rep took the recruiter's ambivalence seriously, but not personally. After all, overcoming objections was part of her everyday selling life. So she viewed the reservations as a challenge to change the hiring manager's mind and priorities.
The rep began by educating herself about the industry. She interviewed with the company's competitors and did her best to learn more about the marketplace. In addition to weekly check-in calls to the hiring manager, she took the initiative to attend a trade show where the company was exhibiting and stopped by the booth to say hello.
Although the hiring decision dragged on for several months, the rep kept her spirits up by actively pursuing opportunities with other employers while simultaneously building her case with the sales promotion firm. Ultimately, her efforts paid off. She was extended an offer in large part, she was told, because of her persistence and energy. She'd shown the hiring manager what a convincing and tenacious salesperson she'd be.
Some candidates might consider this rep's active pursuit of the position (in the face of obvious resistance) pesty. The experts disagree. More people lose out on jobs because they aren't aggressive enough in the follow-through, they say, than the other way around.
Says Phyllis Edelen, "Most candidates hold themselves back too much. They're afraid to look too pushy, but they end up looking too passive. In fact, aggressive follow-up is one way for candidates to separate themselves from the crowd in a positive way."
"People who don't follow up are like salesmen who don't close the deal," adds Cheryl Heisler. "Why shortchange yourself at the end?" Some candidates don't follow up assertively because of emotional or psychological conflicts. They're not good at marketing themselves because it feels too needy or self-serving to chase after employers. The whole idea of declaring their interests and desires to interviewers who might reject them is highly unpalatable. They feel the need to be more self-protective and can't (or don't) follow up because they fear rejection.
Using References Wisely
One way to work around that mental block involves using third parties who may be willing to speak to prospective employers on your behalf. For example, recommendation letters can confirm what a great employee you are. You can attach these documents to a thank-you letter, or make a special point of dropping them off at the employer's office with a statement such as "Based on our conversation about my relationship with my former supervisor, I thought you might be interested in this letter of recommendation."
For a more individualized approach, ask your supporters (former bosses, teachers, coworkers, clients) to write an individualized endorsement letter and mail it directly to the employer. That way, their comments can be tailored to your needs.
Telephone references can also build your credibility (and employers' interest). But before you supply names and phone numbers, let your references know what's happening: who will be calling, what position you're up for, and what points you'd like emphasized. By prepping your references, you reinforce your relationship with them (which undoubtedly will make them sound more spontaneously enthusiastic about you) and ensure that the information presented about you will be relevant. Consider it your chance to help them become better reference givers.
Relying on third parties can backfire, as one chagrined sales manager discovered. His boss, as a direct result of the reference check, managed to establish a rapport with the hiring manager and finesse an interview for the same position. Things like this can happen. However, if you dwell on the possibility of such disasters, you'll make yourself overly suspicious and guarded at a time when you need to be open and enthusiastic. Rather than leaping to the conclusion that you can't trust anyone, consider this story a warning to rethink your relationships with your own references. If you can't trust them, you shouldn't be using them. But if you can, then make sure you maximize their effect.
If your interview was the result of a networking contact, part of your follow-up should include a call to your networking source. This can motivate your contact to redouble his or her efforts on your behalf, stimulate a conversation about you between the interviewer and your contact and help you get additional information about the position and the company.
Getting the Offer
Finally, don't assume a position is wrong for you until you have all the facts. Many job hunters don't follow up after interviews because they're not sure they really want the job. Then, if they don't get an offer, the decision is out of their hands.
Ehlers believes that this is the wrong approach. "Candidates need to go after every job as if they wanted it," he says. "The goal should be to receive the offer. Then you can decide whether to accept it or not."
"Pursuing all relevant job opportunities seriously should give you a more positive mental framework," he says. When you know you can get job offers, your self-esteem and candidacy will benefit. Ehlers recommends depersonalizing the process by developing effective follow-up skills. Scripting out telephone conversations and finding a partner who will role-play with you may help.
"If your goal is to receive the offer every time, then you can develop a set of follow-up procedures that come naturally," he says. "Practice your follow-up procedures until they become second nature. This will take you past the point of fear."
It might also help to rethink your attitude toward rejection. Admittedly, being turned down is painful. But it isn't the end of the world--just of a specific opportunity. What's more, an outright rejection can be beneficial if you're thick-skinned enough to pursue some feedback.
If you didn't get a position you felt you were really well-qualified for, ask why. Given the rampant fear of litigation, employers may not always be willing to tell you the truth. But when they do, the insight can be invaluable. Remember, for example, the actuary who learned that his interview style was too intense and made employers uncomfortable. After that, he always strove to inject some lightness and humor into his presentations.
The problems causing a rejection are often easily remedied. When Tom Hounihan was interviewing for a job as a corporate trainer, a recruiter told him his appearance wasn't "crisp enough" for corporate America. So Hounihan started getting his shirts professionally laundered and starched, and soon after, he landed a training position with AT&T. In his case, something as simple as well-pressed clothing may have made the crucial difference.
Asking for feedback after a rejection has another benefit: It enables you to maintain a relationship with employers and encourages them to revisit their decision. (One engineer who sought feedback after receiving a rejection letter was amazed and delighted to find out that the letter was a mistake; she was still a candidate for the position.) And even if there's no immediate effect, it may pay off down the road.
Pursuing feedback in the proper spirit isn't always easy. You may be furious at the way an employer treated you, or strongly disagree with the firm's employment decision. A colleague of mine (who should know better) remembers interviewing with a national outplacement consulting firm to be a managing partner. He was interviewed by a corporate psychologist who had flown in from another city. Not only did the psychologist arrive late, she spent the entire interview shoveling in her spaghetti lunch and glancing at her watch every two or three minutes. She ended the interview abruptly, saying she was late and had to make a phone call. She got up, paid the check and disappeared.
Unable to control his temper, my colleague sent a scathing follow-up note telling her how offensive and inappropriate he found her behavior. Obviously, he never heard back. And, although he says he doesn't regret his action, he realizes that he should have held his temper in check.
Such emotional eruptions are most likely to occur when your frustration level is high. Recognize those moments. Don't follow up with employers when you're frustrated with them (or your situation) and have an ax to grind. Anger and hostility are not endearing sentiments. Wait until you can speak calmly, rationally and professionally.
"It never makes sense to burn your bridges, even if you don't want to work for an employer," says Ehlers. "You never know when that will come back to haunt you."
No one denies that employers can, at times, be difficult to deal with. They want you to want them before they ever say that they want you. They can move with unbearable slowness, dragging on the hiring process for weeks and months. They won't take or return your calls; yet when they call you, they want you to be available yesterday. They can set up an interview process that approximates running an Olympic decathlon (complete with hurdle jumping).
Don't be overly sensitive. Your job (for now) is to make the employer want you. The best way to do that is to make a lasting impression with your energy, commitment, responsiveness, and determination. After that, the decision is yours.
