In the first two parts we have now laid the foundation for approaching a candidate: Who we are looking for, where and how we find them. Both provide information for the formulation and orientation of the candidate approach. It is important to remember that first impressions count. There is no chance of a second first impression if the candidate does not respond the first time. 

And what happens next?

After the sourcing strategy has been designed and the active search has been started, a list of potential candidates is created. For a rather unspecific search or for a position for which there are many experts, it can be helpful to divide the search result into categories A and B. A stands for the “perfect” candidates. A stands for the “perfect” candidates. Experience shows that there will only be a handful of these.

It’s worth being patient here, even if your fingers are itching to write directly to the first candidates. The knowledge gained from the preliminary interviews, the research and the search can now be used to formulate a suitable approach. What is the goal here? The candidates need information about what is involved, why this could be exciting for them and what the next steps look like.

It is advisable to change the perspective. As a company, we often explain why the candidate is a good fit for us. Instead, we should explain why we fit the candidate’s life. This change of perspective is important for every generation; even if certain generations are (still) attributed more meaning fulfillment.

Our question should be: What can we offer this candidate?

This already illustrates another aspect. If we want to be successful, then an individual approach is mandatory. Of course, people also respond to a mass approach at the right moment – but we should always consider whether this is in line with our brand message. Therefore, it is advisable to design different building blocks for the candidate approach and to complement them individually for each candidate. The effect and thus the success can first be tested with B-candidates. As soon as the first conversations have taken place, the candidate approach can be refined once again in order to finally convince A-candidates completely.

There is no second chance for the first impression.

The first contact is essential, as there is no second chance for a first impression. This is where the dialog between potential employee and company begins. It is therefore important to emphasize once again that candidates A and B are treated equally. Ultimately, however, it is not only the first impression that counts, but the entire course of communication. Because this impression remains.