In any recruitment process, it is about motivation.
Understanding the content of the assignments, the challenges of a position, the context and the relative importance of the stakeholders is an essential condition for any candidate wishing to enter a selection process by expressing his motivation in a professional manner.
One of the main challenges of a recruiter is to assess the sincerity of this motivation, while ensuring that it matches the priorities of the position for which he is looking for “the rare pearl”.
The candidate must find the right mix and prioritize the expression of his motivation criteria. In an excessive enthusiasm, he gives the impression of lacking a critical mind and of not taking the measure of the future difficulties to be faced.
If he shows his doubts too much, the recruiter will question his determination and may be cautious when it comes to presenting it or not to the company.
Asking questions about the position, while demonstrating its potential to succeed in the mission, is the middle path to explore.
For a candidate, it is important to perceive the “head hunter” as an ally who invites him to express his questions. However, his role is above all to serve his client, the company or the organization, to whom he will translate his understanding, as detailed as possible, of the motivation of the candidates selected.
When they met the company, they get closer to the recruiter, to share their first impressions. At this stage, the vigilance of the professional will focus on the priorities expressed by the candidate and his first questions. This exchange is decisive for the rest of the recruitment process and therefore the contractualization of the link.
Too much criticism from the candidate makes it difficult for the recruiter to “defend his case” with his client.
These clumsy reservations can, for example, be reflected in the following remarks: ” The content of the post still seems too vague “,” I perceived discrepancies between one interlocutor and that other “,” I did not dare to discuss the remuneration but the model does not seem appropriate to me given the nature of the missions “,” I would rather be based on such location “,” Their information systems are not at the level of their objectives “…
The recruiter’s talent consists of finely evaluating the candidate’s real motivation, identifying as early as possible any demotivating factors that would hinder successful integration.
It is then up to any candidate to find the right posture between, on the one hand the expression of his interests, without “overplaying” his enthusiasm, and on the other hand the relevance of his questions, which must highlight his discernment and prudence, without expressing excessive reservations.
Like any negotiation process, recruitment is about seduction in the best sense of the word, in the shared expression of the desire to work together.