Have you ever had a conversation with someone, where they’ve spoken or responded to you by calling you names and their conversation is just rude or off?

And your head is pinging with the thought “really, you’re going down this track - seriously, you’re delusional”. I bet that would be all of us at some point in time.

Sometimes you just have to say it as it is when you’re presented with a rough question and a just plainly very difficult person that is trying to force their unrealistic expectations on you. Both the recruitment and construction industry have evolved over the many, many years I’ve been involved, and we are certainly refining attitudes, cultures and who is attracted to the industry. Thankfully!

And I am sure this is experienced in other industries also. So, how do you deal with situations that I’ve seen with candidates that:-

1.      Lie;

2.      Don’t show up on time;

3.      Whinge to the employer about others, and others about the employer;

4.      Are delusional about their capacity and contribution;

5.      Are just plain troublemakers;

6.      Want more money beyond their position but don’t want to work for it;

7.      Won’t accept positive feedback and make changes;

8.      Wish to self-promote themselves in an organisation because they are ‘better than everybody’;

9.      Their attitude is one of complaining, condemning and criticising, no matter what changes are made.

Let’s talk about what the problems and what are the trouble indicators that you can use when assessing candidates.

The Compensation Conundrum

A prevalent area of delusion in the recruitment industry revolves around compensation expectations. Some candidates may overestimate their worth or demand salaries that are disproportionate to their skill level and experience. It is imperative for recruiters to establish realistic salary brackets based on industry standards, experience, and qualifications. Open communication about compensation expectations from the onset helps manage expectations and align them with the market realities.

Tip: Include in your discussions questions about their expectations once they get on the job. Ask about how fast they wish to progress their career and what their aspirations are. Besides finding out whether you have a keeper for the long-term, you are also looking for whether they will ask for a pay rise or new position with a higher salary in the first two weeks!

The Attitude Dilemma: Complaining and Whinging

Attitude is a crucial factor that shapes a candidate's success and contribution to a workplace. Unfortunately, some candidates exhibit negative attitudes, constantly complaining and whinging about their past experiences or employers. This behaviour can be a red flag for potential trouble within a team or organisational setting.

Tip: Recruiters should assess a candidate's attitude during interviews, evaluate references thoroughly, and listen for patterns of negativity or constant dissatisfaction. You want to ask broad questions about their relationships – with the employer, with other workers, with clients, and with teams. Not everyone works well together.

Troubling Indicators in Candidates

Recognising troubling indicators in candidates is vital to pre-empt potential challenges in the workplace. Obviously thoroughly checking someone’s work history and claims and knowing the industry well so you have connections to check are crucial for recruitment. You would be amazed at how many times this catches lies out. You would also be amazed at how many recruiters do not do this. I know. Amazing and shocking!

Some common red flags include a history of short-lived roles, inability to provide positive references, frequent conflicts with previous colleagues or supervisors, and a lack of willingness to adapt and grow. You may also identify some delusions around the candidates expectations that lead to those situations. I’ve heard so, so many stories when checking candidates. One guy claimed he had worked for an employer when it was his cousin. One guy wanted to be promoted to supervisor within 2 weeks, although there was no supervisor position, as everyone else around him “were idiots”. One guy wanted a pay rise within a few days, but had done nothing to earn it. One person started showing up late continuously as they thought they did more during the day than others and they could self-manage their time and output. One guy started whinging to the employer and telling him who wasn’t worth their salt, whilst at the same time, complaining to the workers about the employer creating chaos in the culture. And there are so many more instances of people living in their own world of non-reality.

Tip: Recruiters should carefully research and analyse these indicators and consider how they might impact the candidate's performance and fit within the organisational culture. Assessing attitudes and aspirations beyond experience and skillset is a crucial skillset of great recruiters.

Showing the Right Personality Traits

Attitudes really matter. I recently had two candidates with the right qualifications for a position. At first glance, the one with 5 years experience seemed to be a better candidate than the one with 2 years experience. Right? No. It came down to their personality traits and attitudes. Through the interview process, I identified some key traits, attitudes and aspirations that made the person with 2 years experience a much better fit long-term for the employer.

After discussing this with the employer he could also identify those additional key points. He admitted if he had just looked at the resume, he would have made the wrong choice, and it had been an education going through the process with a broader understanding with me as the recruiter. The job was offered to the guy with 2 years experience and the great attitude. It’s been another success story. The right person in the right job!

In my experience, I have some key indicators that demonstrate great traits and attitudes of a successful candidate, that include, amongst others (let’s say I have some secrets too), but basically it’s not difficult to read someone’s ability to make a success of things. Skills and qualifications are one thing, but attitudes play an equally pivotal role. These include:-

1.      Adaptability is key - being open to change and embracing new challenges with a positive outlook. Resilience is vital, allowing individuals to bounce back from setbacks and keep moving forward.

2.      Initiative signifies a proactive approach, taking charge of situations and seeking opportunities for growth.

3.      Accountability means taking ownership of one's actions and decisions, fostering trust and responsibility.

4.      Passion and enthusiasm drive motivation, leading to dedication and exceptional performance.

5.      Continuous learning reflects an appetite for growth and improvement, staying updated with industry trends and advancements.

6.      Collaboration and teamwork promote a harmonious work environment, encouraging collective success and shared achievements.

7.      Time management and organisation enable efficiency, ensuring tasks are completed effectively and on schedule.

8.      Respectfulness and empathy toward colleagues create a supportive and understanding workplace, fostering relationships based on trust and compassion.

9.      Confidence in one's abilities instills faith and inspires others, contributing to a positive work atmosphere.

10.  Integrity is non-negotiable, building a reputation of honesty and reliability; and lastly,

11.  Leadership and influence empower individuals to motivate and guide their teams, leaving a lasting impact on the organisation.

Tip: Recruiters should have the life experience and experience in the industry to be able to correctly assess a candidates attitudes and traits. Beyond a simple intake form and candidate resume, recruiters need the skillset to take a broader approach to assess the best fit. Recruiters also need to be able to identify when the truth is not being told, be able to ask further questions to get clarity and identify when someone is trying to pull the wool over their eyes.

Giving Someone a Second Chance

You know the old saying, “tigers don’t change their stripes”, but the truth is, some people do. When they have had a major wake-up in their life, values and attitudes do change. But for most people, they don’t usually shift their attitudes until they have to. In my experience, if someone has a bad attitude and they are not open to feedback that leads to positive change, they won’t, or can’t, make sustaining change that warrants a successful second chance. They need more experiences that don’t work for them that will lead them to reassessing their lives. That ‘wake-up’ moment. So, it’s not just about giving them a second chance, it’s about assessing what has changed for them that gives them the ability and motivation to do things differently. I’m all for second chances, but I look for this in someone first, and most times – it’s a no.
 

In conclusion, navigating the recruitment landscape in the face of candidate delusions requires a balanced approach. Recruiters must hone their skills in discerning the genuine from the exaggerated, utilising thorough assessments and reference checks. Effective communication, setting clear expectations, and aligning compensation with market realities are also crucial to mitigating delusions in the recruitment process.

Ultimately, a proactive approach to identifying troubling indicators and addressing attitude concerns will contribute to building a talented and cohesive workforce, leading to sustainable success within the recruitment industry and beyond.

Our Superpower

Our leading 'superpower' is attracting and retaining quality team members who share our values of honesty, integrity, diligence, and service, allowing us to deploy quality team members on client sites quickly.

Our team member's superpower is being motivated, prepared and ready to enthusiastically contribute to the projects at hand, more than just a pair of hands.

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Read other informative articles for both employers and workers at: https://www.siteforcerecruitment.com.au/blogs

Chantal Penny is the Director with Superpowers of SiteForce Recruitment. A thought leader in the industry, Chantal, based on her expertise and industry perspective, offers unique guidance, inspiration, and influence in the industry. Chantal Penny is also a thought leader in the industry with her Podcast, Talent Instinct, which is available at:
  https://talentinstinctpodcast.libsyn.com/site

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