We’ve all heard of the perfect candidate flaking out at the 11th hour. Reasons can vary from the infamous counteroffer, a surprise month-long vacation, or the candidate accepting another offer you never knew they had.

Like it or not, any time you are blindsided by your candidate, you’ve lost control of the recruiting process. This negatively impacts your client, your organization, and it directly reflects on you as a recruiter.

You can’t afford to lose control when credibility is the currency to all recruiting transactions.

We will never be able to completely eliminate these types of situations; however, the goal of a best-in-class recruiter is to minimize them as much as possible by maintaining candidate control. This control refers to the partnership and relationship that the recruiter drives. The recruiter should always remain in the driver’s seat, making the candidate the passenger. Control does not mean forcefully restricting what the candidate can and can’t do. Remember, you want to build the relationship.

To help maintain control of the recruiting process, the recruiter should set the tone of the relationship from the very first conversation with the candidate. This includes verbally setting clear expectations as to what each party needs to bring to the table.

At times, this practice can be challenging for new recruiters who may question its value, but the first conversation is the foundation upon which your candidate relationship will be built. The right conversation will positively affect all future conversations and will help ensure a positive final outcome in the recruiting process.

Setting expectations is not just for the recruiter’s benefit. The recruiter should clearly communicate the purpose of the conversation to the candidate so both parties understand what is required to ensure success.

During the initial conversation the recruiter should always:

• Provide full disclosure of the job requirements, duties, and full responsibilities of the position. At this time, the recruiter should also nail down the expected compensation and benefits. Do not end the conversation without clear expectations about what the candidate needs to make and what you can offer.
• Be available to answer the candidate’s questions in an open and transparent manner.
• Keep in close contact with the candidate through the qualification, interview and offer processes.
• Let the candidate know where they stand in the hiring process and provide constructive feedback when necessary.

On the flip side, the candidate should always:

• Provide you with full disclosure of their job search status. This will include, if possible, the companies or agencies that they have submitted their resumes to, the companies they are actively engaged with and the status of each of those engagements.
• Provide you with a well-written resume, examples of their work when applicable and being available to answer in-depth questions about their background.
• Keep you well-informed of any changes in their availability to interview or anything that would prevent them from starting a new role, including vacations that may conflict with your company’s or client’s schedule.

This is not a one-way or a one-time process. This should be the standard for each and every initial candidate conversation.

As a recruiter, ask your candidate: “Has anything changed in your search status?” on a recurring basis. I’ve seen more “back outs” in my career due to the recruiter not having a 360-degree view of the candidate, their motivations, and all opportunities they are exploring.

The goal of the first conversation is for the candidate to leave with a clear understanding that you’re a professional, an expert in your industry, and a partner in the process. Also, that an open and honest line of communication is a critical component to the recruiting process.

You’ll find one of two things when you discuss these mutually beneficial expectations with your candidate:

1. The candidate is amenable with the expectations set and it is clear based on their active participation with you during the conversation that they are engaged and committed to the role and interested in partnering with you throughout the process.
2. Or, your candidate will not be completely engaged with the process even after you talk through their objections and have presented the benefits associated with each of the aforementioned expectations. For example, the candidate may not be open to sharing their past salary history or their desired rate with you, they may not be open to keeping you informed on their search status, or unwilling to confirm changes with you in a timely manner. These are the candidates you potentially will want to pass on. I say potentially as I’ve been in this business long enough to know that the recruiting process requires us to be flexible (especially when working with top-notch candidates). Make this decision with one caveat: a candidate who is unwilling to conform to simple parameters will be more likely to throw you for a loop at some point in your recruiting process.

Know what category your candidate fits into and resolve any red flags before proceeding.

After the initial conversation, touch base with your active candidates often. Determine whether anything has changed in their status and uncover and resolve any additional concerns.

Reconfirm their ongoing commitment to the opportunity. Many of us have learned the hard way that things change quickly, at time daily! Reconnecting with candidates often will minimize being caught off guard.

You must drive the recruiting process; the recruiting process should not drive you. To keep your candidates as partners in the process, do your part to proactively and routinely reach out, engage, and set mutually beneficial expectations with them. By driving the process, you will stay in control, help your candidates land an amazing job, and achieve record placement results.

Most thoughtful and intelligent recruiters will tell you that in order to be a good recruiter, you have to be good at sales, to be willing to take chances, and to have the ability to build networks through referrals. All of these are true.

However, one thing often overlooked in this day and age of the Web, virtual worlds, chat, IM, and email is relationships. There is an absence of one-on-one exchanges of information and true conversations.

As a recruiter, you can become too dependent on email and technology, which is a dangerous course to take. You should not underestimate the power of a one-on-one conversation. Candidates can’t truly determine your level of confidence over email, and you can’t properly portray your tone or easily reassure someone that you’ve “got what it takes” to find them a new career.

Do not use technology to build your relationships; use technology to make connections.

In fact, do yourself a favor this week?put down your mouse and pick up the phone! You’ll find that your output to success rate will climb by getting off email and getting back to live conversations.

I’ve talked with recruiters in the past 30 days who do everything they can to avoid calling candidates directly. They tell me that they don’t have the time or that email is more efficient. In reality, they are afraid. Afraid of taking a chance, making a mistake, taking the risk. And they are simply not prepared.

Recruiters have to realize that if they approach a candidate with professionalism and with something of benefit (a new career, an opportunity to grow, a better work/life balance), the candidate will not bite their head off. We must stop being afraid.

Prepare for the call and pick up the phone. No method to becoming a best-in-class recruiter is more effective than picking up the phone, making the call, and taking the chance.

Look at your current organization. Identify the top performers. I bet you will find one common theme: they are building relationships. They are always on the phone. They use technology as a tool, not as their primary method of correspondence.

Again, technology can help you make the connection so you can build the relationship; it won’t build the relationship for you.

No amount of slick or well-rehearsed conversation can buy you trust. It must be earned (by you) over time. Here are four simple but often overlooked things that you can do to earn someone’s trust and build lasting relationships over time:

1. Be confident but not overbearing. It’s important to portray confidence in yourself, your opportunity, and your recruiting abilities when speaking with a candidate. How many times have we talked with someone who came across as arrogant? Maybe a salesperson at your local mall or the car dealership? You need to know the difference between confidence and arrogance and how people perceive you. Remember this simple fact: perception is reality.
2. Be professional. That sounds simple, right? It’s not simple for everyone. Remember, don’t get off-topic, and stay focused when speaking with your candidates. Don’t make the call until you are prepared. And don’t make things up. It’s ok to say, “I’m not sure. Let me get back to you on that.”
3. Follow through. Show the same commitment level as your candidate. Do not expect them to be fully committed if you are not. If you tell them you’re going to call them back, call them back. If they interview with one of your clients and are not selected for the position, don’t tell them via email! Pick up the phone and have an honest, transparent conversation about why they were not selected. Also, proactively reach out to your candidate to check in, to let them know that you are still actively looking for work for them, and that they have not been forgotten.
4. Create surprise. Today customer service is about self-service, fast “checkout,” and cost-cutting. Make yourself stand out from the crowd. What separates you from other recruiters? When is the last time you met with a candidate in person? When is the last time you sent a candidate a hand-written congratulations card or flowers when they received the offer from your client? When is the last time you took one of your candidates to lunch or to coffee? Do simple things to surprise them; it doesn’t take a lot of effort to really make yourself stand out!

One missed conversation, one missed message, one missed opportunity to be different all means one missed relationship. Recruiting has become overly complicated. We must stop and take stock of what really matters and what sets us apart from the masses. It will always boil down to your ability to build lasting relationships with your clients and candidates.