What are the best strategies for building and maintaining relationships with tech candidates?

Understanding Tech candidate's expectation and ensuring you are talking their language makes a huge difference. Transparent , quick and simple hiring process is always appreciated by candidates. Irrespective of selection and rejection, if you are able to maintain regular touch with candidates you can build and maintain relation with candidates for long time.

Personalizing outreach to tech candidates is paramount. It reflects genuine interest and respect for their unique skills and accomplishments. Generic messages fall flat; a tailored approach demonstrates that you've taken the time to understand their background. Highlighting specific projects or achievements shows your attention to detail. Articulating why they're a great fit for the role and company is essential. Lastly, a clear call to action sets the next steps, signaling your eagerness to engage meaningfully. This personalized touch sets the foundation for a productive candidate relationship.

Responding always ,even to a fresher . Providing feedbacks with the right reason rather making them wait for the results. Being considerate always, Always meaning always.

Take a genuine interest in their projects! Many of them have passion projects or current work projects they're involved in. Many of the tech talent I speak with are responsible for new IP for their company and are quite proud! So the simple answer is, ASK and be INTERESTED. You'd be surprised what folks are up to! Make sure to let them know when they've accomplished something new and exciting in their world, subscribe to their GitHub.

The best way to build the rapport with consultant is to have a detailed discussion about their professional career as well as what they are looking to do in future. It helped me a lot when I listened to what they did and what they wanna achieve in the near future. It also makes them feel appreciated. Another way to get noticed by tech people is to share the detailed feedback with reasons on priority basis (even if they are not shortlisted/cleared the interview). Always share relevant jobs which complement their skills as well as their interests. Stay in touch with them through LinkedIn and keep a tab on their activity/job updates.

In my experience the basis for good communication with candidates is to establish: - Expectations in terms of the channel and dates to have information. - Transparency with the process, feedback, and next steps. - Give them the option to contact you when they need to and not just wait for you to contact them. - Be open to renegotiating these agreements to improve, at all times, the candidate's experience and the fluidity of the process.

The more you communicate and share the better! Candidates want to hear from you. Even updating that you have no news still counts as an update! Don't ghost candidates!

It's really crucial when recruiting to look at communication from the potential candidate's prospective. Communication with the candidates is a two-way street, so always stick to the important things: - Make clear all the recruitment process, how it's supposed to look like, what to expect; - Never leave your candidate without understanding where they are in the process now; - Be attentive to what you're being told, this may result into the success/failure of the whole process.

Giving feedback and receiving feedback has been instrumental in making any decisions on hiring candidates.I actually have had discussions on the discrepancies on feedback. If a candidate's feedback after interviewing with managers differs from the manager's feedback on what the managers said or asked during interviewing, then we have a deliberations to do.This also holds the managers accountable for how the interviewing needs to be conducted and how the candidate gets perceived to be a fit or not for the open role.

Honesty is still the best policy! Even if a candidate isn't the ideal match for the present role, being honest about it can create potential for future opportunities or referrals. The same principle applies to the absence of feedback. Be honest with the candidates about it. Do not leave them hanging or fabricate information for reassurance. Trust the candidates to understand the situation and/or respect the hiring manager's decision.

Giving support and providing value during the process is key, many excellent professionals can make mistakes in the interviews, many times nerves, anxiety, company culture, language skills or the interviewer's personality can make the rock star you have in the pipeline wobble, so it is important that you make sure: - That your candidates clearly understand the process - Explain to them about each phase so that they are prepared - If you identify an area for improvement don't hesitate to mention it in a friendly and cordial way, ensuring they have an action to improve and shine in the next stage. - Understand their context and reality to anticipate and discuss it with the interviewers if necessary

Providing value and support to tech candidates throughout the hiring process can significantly enhance their experience and strengthen your relationship with them.

Absolutely, providing value and support to candidates is a two-way street. It's not just about assessing them, but also about aiding their development. Offering helpful resources and tailored advice demonstrates a genuine interest in their success. Constructive feedback is invaluable for their growth. Moreover, showcasing how your company fosters career progression highlights the long-term benefits of joining your team. This approach not only underscores your commitment but also sets the stage for a mutually enriching relationship.

Key here is deeply understanding the role and the business unit. If you've got a true understanding of what the tech candidate will actually be doing + you understand the goals, objectives and challenges the tech team is facing you can build rapport by providing them with valuable insights each time you speak with them.

It's important show how the candidate's role is going to impact in the company, the community or in the market. The candidates can get excited when they see how the things that they would be working on make an impact or come to life.

Keep in mind that tech candidates typically look for facts. Stating generic claims like "We have a nice working environment." is not going to make wonders as they have many such offers already. More specific and better is to give facts as "Last year we had only 3% turnover.".

An additional perspective to consider is incorporating transparency into your approach. Be open about the challenges your company faces, as well as the opportunities for growth and innovation. This honesty can help candidates understand the real dynamics of your organization and assess if they are up for the challenges. Furthermore, encourage candidates to ask questions about your culture and values, fostering a two-way conversation that allows them to evaluate their own alignment with your company's ethos. Transparency and open communication can deepen the candidate's understanding of your company and build trust from the very beginning of the relationship.

In order to correctly show your culture and values, first make sure you understand the candidate's motivations, what he/she values most, what he/she is looking for, and what is most important to him/her. Then, start by first showing him/her how the company or project is the ideal place for his/her development, meeting his/her professional needs, and how the company culture is the basis that makes all this possible. This way it will be easier and more effective to generate engagement.

Demonstrating company culture could be a valuable asset during the recruitment process: If a candidate could align themselves with your culture, with your values, feel part of them - could really get the candidate want to work in your company.

Consistency across these channels and strategies is key to conveying an authentic representation of your company's culture and values. By doing so, you'll attract tech candidates who resonate with your organizational ethos, leading to a better cultural fit and increased job satisfaction.

There are a lot of 'keys' & 'must-haves' in this entire process, but if there is 1 thing I've learned, you often work with the same candidate multiple times & if you've fumbled or failed the first time around, it is extremely difficult to have someone put their trust in you a second time. I am not perfect, I've failed many times while still finding my way, but the one constant that I have learned is not every submittal is a one-&-done-placement. Sometimes it can take multiple submittals to multiple teams/clients before you strike an offer. So if you are Transactional, you may only get 1 chance at partnering with someone. If you are Relational, you could become this person go-to Hiring Resource & when that happens, it is a beautiful thing!

From my experience, one of the added values that we recruiters have, and that marks a differential, is our contact network. A good network is built not only by identifying the top candidates in the market but also by keeping in touch with them and positioning yourself as an ally they can count on when they want to hear new proposals or look for a professional change.

Maintaining a connection beyond the hiring process is crucial. It demonstrates respect and professionalism, regardless of the outcome. Sending a thank you note or feedback survey shows appreciation for their time and effort. Offering encouragement or congratulations, as applicable, showcases genuine interest in their success. Moreover, keeping them in mind for future opportunities ensures a lasting relationship that could prove valuable down the line. Building such connections not only benefits the candidate but also strengthens your professional network.

You may not have a position for them today but you may down the line. If you already have a relationship with the candidate by time a role comes up, the submission process will go much faster and smoother.

Being a real person, and genuinely showing interest in knowing them, what they do and who they are. Everyone can sense lip service.

Following #'s 1-5, that is a great outline! I'm not going to give up more of the playbook on the "how to do it" when the outline is solid to follow. Be personal vs. the same auto message each time, respect boundaries, follow up / reach back out when you say you will, & provide that value. Whether it's about "Right this second today!" or a few years from now, if you've burned a contact because you didn't follow the right steps, the candidate is probably not going to want to work with you. Be respectful, put yourself in other people's shoes, & always remember that it is ABOUT them! It is never about the Recruiter, it is ALWAYS about the Candidate!

"Give to take" and you will be the go-to person for the candidates on your market. - Share useful content - Turn your interviews into careers sessions - Share market overview Be the one who understands, cares and shares.

Tailor your communication to the individual, acknowledging their skills and experiences. Attend or host tech-related events to connect with potential candidates in a more casual setting. Engage with online forums, social media, and tech communities to stay visible and approachable. Emphasize ongoing learning and professional development within your organization to appeal to candidates looking to grow their skills.

Be different by being yourself! People like authentic people and knowing your value, your goals and working with people to find common ground will generate the meaningful interactions that are instant differentiators. The rest is just process, timing and keeping up.

.....by not over-promising or over selling, by not wasting their time, by calling them with updates, by picking up the phone and by being honest.