1 Surprising Trait Has 42% Of Job Seekers Declining Offers

A recent piece in The Daily Dot, a digital media company that covers Internet culture, reported an incident in which a recruiter called a job candidate to set up an interview for a position he had applied for. When the recruiter asked if he was the applicant, he said impolitely, “Yes it is, and I’m very busy. What do you want?” Although the recruiter was taken aback by his attitude, she maintained her professional demeanor, asking him if he was still interested in the position. He apologized for his behavior, and she scheduled him for an interview. But she advised job seekers to be kinder to people on the line when you don’t know who they are.

Of course, the applicant’s actions raised red flags about the kind of potential employee he might be. The unspoken rule of a job interview is to not be rude. But kindness versus rudeness works both ways. What happens when the interviewer is the rude one? That raises a red flag about the prospective organization. According to new research from SHL, 42% of candidates decline job offers as a direct result of a bad interview experience. Other key findings from the SHL study also found:

• The amount of hiring experience reviews shared on digital platforms like LinkedIn or Glassdoor has doubled since 2020.
• The number of negative experiences reported has also doubled since 2020.
• Candidates were twice as likely to report a virtual interview experience as negative if the interviewer was not on-camera.
• Nearly half of negative hiring experience reviews cited the interviewer as a contributing factor.
• More than half said the interview process itself contributed to a negative interview experience.

The Candidate’s Experience Of The Organization

In many companies, recruiters and interviewers in the overall hiring process seem to forget that seeking a new job creates mental health challenges for applicants on which I reported earlier this year. One study found 87% of job seekers have job jitters and that starting a new job is scarier than a trip to the dentist, holding a spider or skydiving. When an anxious candidate is met with a rude interviewer, it adds insult to injury and, according to Sara Guttierez, SHL’s chief science officer, that can be a red flag for the candidate.

I spoke by email with Guttierez about her take on the SHL findings. “Overall, I found that the findings on the three most influential factors affecting a candidate’s experience, whether positive or negative, were quite predictable: the recruiter, the interviewer, and the overall hiring process,” she said. “However, what caught my attention was the significant impact each of these factors had on candidate experience. While one might anticipate their influence, the extent to which they contributed to negative reviews was remarkable. Specifically, with some reviewers having noted multiple factors as contributing to their negative experience, 23% of negative candidate reviews called out recruiters, 45% of negative reviews called out interviewers, and 52% of negative reviews noted the overall hiring process. These figures underscore the critical importance of addressing and improving each element to enhance the overall candidate experience.”

Guttierez explained that recruiters play a critical role as the first point of contact, and their behaviors significantly impact candidates’ perceptions. She notes that recruiters who exhibit clear communication, responsiveness and job knowledge tend to receive more positive reviews. But the converse is also true. Rude, dismissive and unresponsive recruiters may alienate potential candidates and steer them from considering an organization. “Interviewers also wield considerable influence over the candidate experience,” she added. “Treating candidates’ time respectfully, engaging in meaningful conversations about the organization and allowing candidates to ask questions result in better candidate experiences. Additionally, the hiring process itself is vital to shaping candidate perceptions. Organizations that can deliver interviews within expected timelines, provide feedback to candidates and conduct thorough and detailed interviews are more likely to win over more candidates.”

Four Lessons For The Organization

I asked Guttierez what stood out to her most from this research, and she replied, “Poor experiences during the hiring process, including and specifically related to the recruiter and interviewer, could result in organizations missing out on top talent, as our research indicates 42% of candidates declined job offers due to cited negative candidate experiences within their reviews.” She added that negative reviews about an organization on digital platforms may have ripple effects, discouraging potential candidates from even applying. Plus, given that this research indicates negative experiences have doubled since 2020, that means more candidates are having unsatisfactory interactions with organizations. She suggests that organizations tune in and hear what their candidates have to say with the goal of enhancing their processes to prioritize candidate satisfaction.

Guttierez stated that a critical finding of this research was the link between negative candidate experiences and interviewers not using their cameras, making candidates twice as likely to have a negative experience. “While not entirely surprising, this factor presents a relatively straightforward opportunity for improvement,” she notes. “By providing training or establishing clear expectations that virtual interviews should be conducted with cameras on, organizations can easily improve at least one aspect of the interview experience for candidates.”

Guttierez shared four valuable lessons from the SHL findings that organizations can use to enhance their hiring processes and improve candidate experiences:

1. “The Power of Online Reviews. Organizations must recognize the significance of online reviews and actively monitor and respond to them. Addressing negative feedback and showcasing positive experiences can enhance the organization’s reputation and attract better talent.”
2. “The Importance of Recruiters. Organizations should invest in training recruiters to be well prepared and knowledgeable about the job they are filling, to clearly communicate the stages of the hiring process, to respond quickly and efficiently and to be courteous and respectful of candidate’s time.”
3. “Relationships Matter. Interviews are a great opportunity for an organizational representative to build a positive relationship with a candidate. When interviewers treat candidates respectfully, take the time to discuss the organization and the role and allow candidates to ask questions, they have the power to elicit better reviews and improve the overall candidate experience.”
4. “Process impacts everything. Organizations need to get the basics right. A good process will prioritize moving the candidate through each step in the expected time frame as well as provide an opportunity for candidates to receive feedback on how they are performing in the process.”

Groundbreaking research has shown that kindness has become a workplace standard for employee happiness and job satisfaction, and Guttierez agrees. “Organizations should recognize the importance of investing in creating positive candidate experiences throughout the hiring process as it plays a vital role in attracting and retaining top talent,” she concludes. “Treating candidates with respect, ensuring clear communication and providing and engaging an efficient hiring experience can significantly influence how candidates perceive the organization and, ultimately, impact the overall success of the recruitment process.”