You have an open position. You have two internal candidates. You’re going to hire one of them. (See Two Candidates, One Position.) Now you have a problem. You have one person who will not be happy. This often occurs when you have two candidates for technical leadership or management positions.
You might have a political problem. You certainly have a challenge. How can you “save” both people?
This is a management and expectation problem.
You need to clarify to yourself first, why you want to hire one person over the other. Once you understand your thinking, you can set expectations with both candidates.
Here are some scenarios:
Note that in all cases, you can reset expectations and “save” the other candidate with feedback and coaching. That’s just the first step.
You can fix these problems if you have an expertise criteria chart for all your positions, individual contributor and leadership/managerial.
An expertise criteria chart explains what people need to have demonstrated to achieve a certain level. These criteria are all about the non-technical skills, qualities, and preferences for the role. Sometimes, HR wants to put an education component in the role. I find education is irrelevant. These criteria are about accomplishments.
The expertise criteria arise from your job analysis. What qualities, preferences, and non-technical skills do you want people to have in your organization? Here is an example:
You might value the ability of someone to coach other people. In that case, a junior person can be coached. A mid-level person can coach one or two people about something he or she knows well. A senior person can coach a team, regardless of the domain. A manager would be able to coach about career development in addition to the other coaching.
Now, people can see where they fall in the criteria. Someone who has not tried coaching peers is not ready for a senior position, regardless of other experience—if that is what is valuable to you.
What do you do with the candidate who didn’t get the job? Offer to provide coaching for the pieces of the job that the candidate was not qualified to perform. it doesn’t matter if that candidate wants coaching from you or not. It’s about providing coaching.
Whatever you do, do not say, “You’re too valuable where you are.” A manager said that to me years ago, and I was almost out the door when my new boss started. She had gotten the position.
She said, “Let me coach you and give you feedback so you can do this job in a year.” I agreed, and she showed me what great managers do and don’t do. I learned a ton under her tutelage. I worked for her for more than a year, quite happily.
Know that you will have a disappointed candidate, as well as a happy candidate. Prepare for the conversations and make sure you have internal candidates who can meet the criteria. Don’t lose the disappointed candidate—offer feedback, coaching, and a knowledge of the expertise they need to show before you consider them for another position.
Have you seen Nick Korbel’s series about hiring techies? See On Hiring Techies.
There are several posts:
If you want to see some of my posts, check out:
Three Tips to Streamline Your Interviews and Auditions, Part 4. Also, check out my audition tag.
My own cultural fit posts:
You can always get your own copy of Hiring Geeks That Fit. It explains everything all in one place.
Do you have a resolution to find a new job this year? Check out these tips for a better, streamlined job search.
I hope you like these tips. If you want more help with your job search, read Manage Your Job Search.
If you’ve been working for a while, you have a number of people who could be references for you: colleagues, project managers, managers. All of these are people who know what you’ve done.
So, how do you choose references?
If you haven’t worked in the field long enough to have that many references, ask your managers wherever you worked before you got into the field. You want to ask managers who can attest to your reliability and value.
All of these ideas require that you stay in touch with people at previous jobs. You don’t have to have long conversations every week. Touch base with these folks every 3-6 months, so they don’t forget you. You can even remind them you’re staying in touch because you enjoyed working with them and that they’d agreed to be a reference.
Remember, these people are doing you a favor. Choose them carefully, prepare them, and don’t forget to thank them.