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In today’s fast-moving labour market, engaging candidates well has become central to successful recruitment. It is not only about finding people who fit the role and the company culture, but about building lasting, genuine relationships between candidate and consultant that benefit both sides. This article sets out a few proven ways to engage candidates professionally and build relationships founded on trust and transparency.
A professional relationship with a candidate does not end when the offer is communicated. Starting a new job is the perfect excuse to ring the candidate and ask how they are finding their first weeks at the new company.
1. One recruiter, one project – full ownership of the process
One of the things that most affects the efficiency and quality of recruitment is giving a single consultant full responsibility for the entire process – from finding the candidate and making first contact through to telling them the outcome.
What makes this possible? Carrying fewer projects at once lets us take a more individual approach to candidates and understand their expectations and career needs more deeply.
2. Personalised communication – an individual approach to every candidate
Candidates increasingly expect a prospective employer to treat them as individuals. A personalised message on LinkedIn setting out the offer properly, or a phone call describing the role in detail, makes a candidate feel valued and confirms that their application really has been considered against the requirements of the job. It is a simple but effective way to build a relationship, and it opens the door to further conversations about the role.
3. Knowing the role as the foundation of a recruiter’s credibility
Building trust and a professional relationship with a candidate depends on proper preparation. Before we speak to candidates, we get to grips with the sector and the specifics of the role in question. Only then do candidates feel they are talking to someone who understands what the job involves. For technical and engineering roles in particular, that knowledge is essential. It not only establishes the recruiter’s credibility but improves how the whole process is perceived.
4. Transparency and honesty – a conversation between equals, not an interrogation
Candidates tell us they value authenticity in how we deal with them. What does that mean in practice? Being transparent about the offer, not glossing over the difficult parts, and being able to give candidates negative feedback – that is how we work. Instead of a rigid interview, we invite the candidate into a conversation in which both sides have room for an honest exchange.
5. Feedback – and not only by email
Feedback is a crucial part of recruitment and shapes how candidates see a prospective employer. So rather than sending a generic email, we give feedback by phone. That tells the candidate they are not an anonymous name, builds trust in the consultant and leaves a positive impression of the whole process.
6. Keeping in touch afterwards – do not forget the candidate once they are hired
A professional relationship with a candidate does not end when the offer is communicated. Starting a new job is the perfect excuse to ring the candidate and ask how they are finding their first weeks at the new company. That contact strengthens the relationship built during recruitment still further.
A relationship with a candidate is an investment
Through an individual approach, transparency, authenticity and care for candidates at every stage of the process, we become advisers and partners in their careers as well. We have found that candidates who are engaged professionally during recruitment are the ones who recommend you and come back in future.
