Finding the Best Candidates

The best candidates are out there if you know how to find them
Top performers are out there if you’re willing to expend the effort necessary to find them among the ranks of the unemployed.

Some employers believe that hiring the unemployed is bad for business.  They perceive unemployed candidates as weak performers or uncommitted workers.  They worry that jobless candidates come with rusty skills or that by hiring them, they’re just picking from the bottom of the barrel.  In booming economic times, these perceptions may have had some merit. But in today's market, where one in ten people are out of work, there are a multitude of explanations for why someone may be unemployed.  Many companies have been devastated by the economic downturn; layoffs have cut deep, and have left excellent employees struggling to find work.

Yet, while the economy has been difficult, it does not explain every case of unemployment.  For every top performer that was reluctantly let go, the recession also provided companies an opportunity to “restructure entire departments”.  In today’s recovering market smart organizations will want to fairly evaluate unemployed candidates and zoom in on those who are excellent hires, regardless of their current employment status.  Here are a few tips that will help you look at the unemployed with open eyes and see the whole picture when considering out-of-work candidates.

Tell me why
Although it sounds obvious, you need to fully understand why a candidate is unemployed.  In some cases the explanation will be straightforward, last one hired first one out, as an example.  But downsizing and layoffs are complicated and the reasons that an individual was let go are not always transparent.  Frank discussions with candidates and their references can provide important insight into an individual’s track record.  An unstable work history with employment gaps or a series of short-term jobs can certainly signal a problem.  Being unemployed as part of the economic downturn shouldn’t be a red flag in and of itself but if it is the latest phase in a choppy history, you need to understand the full picture. Conversely, if a candidate has a strong overall work history or has had success at a well-respected company that is known to hire top notch people, those are positive indicators.

And what have you been up to lately?
Individuals who show initiative when they suddenly have a lot of free time on their hands are likely to show a lot of drive once they’re back on the job.  Look for ways in which candidates stayed productive during unemployment.  Perhaps they engaged in career-building skill development or networking.  Have they retrained and acquired new or updated skills?  They may have been volunteering, making positive lifestyle changes or exploring career alternatives.  By asking candidates where and how they’ve been spending their time, you’ll gain insight into their goals, personal drive and commitment.

The three R’s: Referrals, References and Red Flags
When unemployed and referred to you by a trusted source, candidates can be viewed in the same light as an employed candidate.  A personal referral from a respected source who understands your organization can negate uncertainty about any candidate, whether or not they are currently employed.  Be on the lookout for, and actively solicit these types of candidate referrals.

To round out the picture when evaluating a candidate, a personal reference can often provide candid input about a prospective candidate.  You might also consider asking each respective reference for additional references for the candidate.  This is another way to get more details – not just about the individual, but about his or her former company and the circumstances surrounding the layoff.

As with any candidate, certain pieces of information or behavior should trigger a red flag in the hiring process.  Gaps in employment, inconsistent information from references, shaky explanations for becoming unemployed or unlikely combinations of skill sets are just a few that should cause a hiring manager to look more closely to fully understand what a candidate can bring to the organization.

The win
A candidate’s strong desire to work after a stretch of unemployment may mean that they will bring a higher energy, greater passion, and a stronger desire to excel when they are finally hired for their next job.  These qualities can be valuable benefits to employers who believe their next great hire may be out there among the unemployed.
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