Talented candidates, especially those with coveted skill sets, are often able to pick and choose from multiple offers. Companies that don’t sell themselves effectively or have long, drawn-out processes will ultimately lose out.

So, you have identified the candidate you absolutely want to hire and you are about to make an offer. But you are up against a problem: Another company, or companies, are looking to land the same prospect. What should you do, especially when the job offers are indistinguishable in title, compensation, and benefits? How do you position and sell your organization’s offer – and your organization itself – to a candidate with multiple offers? The way your company recruits and manages the hiring process can impress a candidate and encourage that individual to choose your company over the competition.

Speeding Up the Interviewing Process

How can you speed up the interviewing process without sacrificing due diligence?

• Since most of the candidates you are interviewing are already employed, try to schedule interviews before or after typical business hours whenever possible. The simple gesture of scheduling the interview for the candidate’s convenience can speak volumes.

• If your candidate needs to meet with multiple representatives of your organization, try to combine some interviewers into groups to shorten the number of meetings. This scenario works well for senior executives interviewing with boards or for staff that will support multiple supervisors.

• Instead of asking the candidate back multiple times, arrange the interview schedule so all meetings can be held in one day or a half-day. This will allow the candidate to minimize the time away from the current job.

• Take your show on the road. Not all meetings need to be held at your office, especially first-round interviews. Although it’s very important for the candidate to see your facilities and staff first-hand, an initial screening interview can be held almost anywhere – at a local coffee shop, restaurant or hotel lobby.

Most candidates understand and even welcome the fact that they must meet several people at a company. Employed candidates, however, usually cannot come to your office for four separate interviews without arousing suspicion, or stay for four hours when they were told to allow two.  Candidates who are concerned about being missed at their current place of employment may be too distracted to put their best foot forward or to hear why they should work for you.

It’s important to be prompt when meeting a potential employee and, if there are multiple people on an interview schedule, to make sure that things are coordinated effectively. One of my candidates was kept waiting for 50 minutes by a senior executive because of scheduling confusion. As he had spent the better part of the morning at the potential employer and was due back at work, he was only able to give the interviewer 10 minutes. While the employer offered to reschedule, the candidate was so turned off that he turned down a second interview. By being flexible with interviews and considerate of your candidates’ time, you allow them to reduce the potential for raising red flags with their present employers. Candidates genuinely appreciate this consideration and will feel more positive about your company.

Positioning Your Organization: Setting the Groundwork for a Future Offer

Even if your role isn’t sales-oriented, you have to be a salesperson when it comes to wooing future employees! It is imperative to ensure that everyone on your internal interview team is on the same page and realizes the importance of selling the company and presenting a positive environment to potential candidates. They should be enthusiastic, timely, and prepared for the interview. All it takes is one interviewer who is disorganized, having a bad day, or imparts a conflicting message to leave a bad taste in a candidate’s mouth. Candidates want to hear honest answers to questions, but if someone in the group is known to be negative or comes across in a less-than-compelling fashion, consider whether that person can be left out of the process or coached to present more effectively. Everyone in the interview process must be able to speak knowledgeably, passionately and consistently about the company.

Because your ideal candidate may already be employed, it’s also important to know up-front why he or she is looking for a new position. In the initial stages of communication and interviews, ask questions to get a clear understanding of why the individual is choosing to leave his or her current position, and carefully document the reasons. This way you will know in particular how to position your organization in regard to the candidate’s likes and dislikes. After the official job offer is made, if your candidate seems hesitant to leave a current position or you learn that a counteroffer has been made, these reasons will be useful in reminding the candidate why he or she began looking for a new job in the first place and how your company can fulfill those needs.

Make sure that, in addition to going over the particulars of the candidate’s role, time is spent discussing the organization itself – its selling points, values, history and community involvement. As important as responsibilities, management style and opportunity for advancement are, it’s the intangibles of an organization’s culture that can be the deciding factor when a candidate is weighing options. Make sure informal benefits are known, too: reduced office hours during the summer months, telecommuting options for working parents, or morale-boosting social events, such as golf tournaments or company parties.

Negotiation Time

Once an offer is extended, speak openly to the candidate about the timing of negotiations and decision-making. If your interview process has had open, two-way communication, you should have a good idea whether your prospective employee has multiple suitors. When dealing with that situation, you want to achieve a balance of putting some positive pressure on the candidate while being understanding about the decision-making process he or she is experiencing. It’s reasonable to give a bit more time to a candidate who asks for it. During that period, however, the hiring manager and/or Human Resources should reach out to the candidate, offering to answer any questions and conveying how much the candidate is wanted.

The more personal contact you extend, the better – from delivering the job offer over the phone, to following up by making sure the candidate has received and understands the particulars of the written material. One client of mine sealed the deal by sending an offer letter to the candidate in a package with a company polo shirt; it immediately made the candidate feel she was a part of the team.

Candidates truly value open, direct communication and an appropriately timed process. As important as it is to expedite the hiring process, it should never move so fast as to overwhelm the potential employee or undermine an organization’s thoroughness. Conversely, taking too much time puts you at jeopardy for losing the ideal candidate to your competition. By putting forethought into the hiring process, you can ensure candidates will think well of your company, your organization will not be put at risk — and you’ll successfully hire the people you want!

Allyson Johnson (a pseudonym) took a deep breath. She’d just been asked a tough question by the recruiter sitting before her: “What would your last boss say your greatest skills were?”

Johnson spoke slowly and deliberately. “He would probably say that I was organized. . . analytical. . . a team player. . . and although I have great leadership skills. . . he probably would not acknowledge that.” Johnson remembers her heartbeat beginning to race, her speaking pace becoming more hurried.

“My former boss was not really one to give compliments,” she explained. “And in fact he was rather critical… and at times, condescending. Well, I mean, he had some personal issues and misdirected his . . .” Johnson glanced up at the recruiter, who now looked like a deer in headlights. Her confidence shriveled as she realized she had said too much and become too emotional. “I can kiss this job goodbye,” she thought miserably.

Johnson’s situation is one that resonates with many. Just a week earlier, she’d lost her position because of a restructuring of roles within her business unit. She had convinced herself that she was not fazed by this and that no one was to blame. Johnson decided to get back in the saddle and jump into interview mode right away.

What she didn’t confront was the emotional baggage she was carrying, particularly her resentment toward her former manager and toward the company’s leadership in general. This anger made its way to the surface in what started out as a model interview. Johnson had not yet closed the door behind her so that a new one could open.

Reaching closure is essential when transitioning jobs, especially if the departure from a previous position was difficult. It helps tremendously to avoid playing the victim – though, let’s face it, many of us feel exactly like victims when we’ve lost our jobs. But “victim” is a job description no employer is looking to fill – not when a potential employer is looking, as all are, for signs of competence and confidence.

The reality is that the majority of employees face a job loss at some point in their career, often because of circumstances beyond their control. Restructures, mergers, acquisitions, global sourcing, competitive cost management – there are a hundred reasons, and they all result in casualties. Being propelled into a job search can be a rude awakening and can bring on anxiety, stress, and related emotions. Many of us closely identify ourselves with what we do for a living. When our job is threatened or taken away, a significant component of our life is gone, too, and we can lose track of who we are and even why we’re here.

Acknowledging Your Emotions

Depending on the job loss circumstances and the individual, emotions may range from relief to rage. Going through a job loss is somewhat synonymous with working through the stages of grief. Although one may not experience all of these emotions, or in the order described, the typical ones that will surface include:

Disbelief

“How could this have happened? This doesn’t make sense at all.”

Denial

“This isn’t happening. Any minute now, someone will send out a clarifying memo. I don’t need to do anything differently.”

Anger

“Why me? Especially with all of these other #@%!!’s working here. This is evidence of a conspiracy!”

Bargaining

“I can turn this around. . . If I just finish this project and don’t create waves, they will give me my job back.”

Depression

“Oh my gosh, this is real! I can’t handle this now. It’s too overwhelming. I’ll just sleep or eat or drink my way through it.”

Acceptance

“Oh well, this is real; but I am feeling a bit more energetic and focused about what I need to do next. Life goes on.”

And then you feel yourself getting angry all over again! This time of post-job loss is the kind of period for which the term “roller-coaster emotions” was coined. You may go back and forth among the stages listed here, and fluctuate just as widely, up and down, in your moods. Whatever you feel, acknowledge it, remind yourself that this is completely normal, to be expected . . . and only temporary. . . . and then do something.

Vent and Connect with Others

Find individuals who you feel can offer a safe haven to whom you can express your emotions – the feel-good emotions, the lukewarm emotions, and the “low-down dirty” negative emotions. You need to surface and discharge them all. Reach out to family, close friends, and to colleagues you respect. At this time, they probably should not include any prospective employers or anyone you may want to speak on your behalf as you engage in a job search. Stick to people who would help, but aren’t likely to be the object of your job search. Be mindful to spread the venting around, so that you are not inundating one friend who you may need help from later in your job search.

Once you have been able to vent, begin spreading the word about your interest in finding a new position. Share your resume with any and all who might help, either with information or leads. Your operative truisms are: There is power in numbers, and networking is the gift that keeps on giving.

Maintain Emotional Stability and Reduce Stress

Job loss is near the top of the list of stress triggers; and stress can have a debilitating effect on you physically, mentally, and spiritually. Humans are hardwired to generate a flight-or-fight response to stressors in our environment. This translates into increased adrenaline in the bloodstream, a higher heart rate, elevated blood pressure, and, if unaddressed, can result in adverse conditions ranging from anxiety and pain to diagnosable trouble, such as circulatory problems, digestive problems, inability to sleep, decreased immunity, and more.

The good news is that we can take action to reduce stress. Simple strategies that work if you work them include exercising regularly (physical activity eases muscular and nervous tension), eating healthfully, using deep-breathing techniques and progressive relaxation to reduce tension, getting a massage, engaging in activities you consider fun or creative, focusing on a larger cause through volunteer work, meditating and praying, and learning to use positive visualization and positive affirmations. If possible, take a short trip that removes you from your environment and use the time to relax, recharge, and reflect. If a trip is not feasible, create a routine to replace your daily work schedule to give yourself an essential sense of predictability and progress. The bonus in these stress-reduction strategies is that they help to raise your self-esteem, as well.

Find Ways to Maintain Financial Stability

If your position was eliminated because of a restructure or other organizational drivers, you may be eligible for a severance package that can provide you with a cushion to land on as you take some time to reflect on your next career move. Severance packages vary greatly among organizations, with a range of offerings that includes severance pay (typically one to two weeks for each year of service, up to a threshold amount), help with finding another job within the organization, and/or outplacement or career transition services through an external vendor. These services will help you work through the job-search process, prepare your resume, practice interviewing, identify job leads, and maintain a physical work space in which to conduct your job-search activities. You will most likely need to sign a separation agreement or release to receive a severance package. This agreement essentially states that you will not hold the company liable for terminating you or disclose any trade secrets.

If you don’t have a cushion and have not voluntarily resigned from your organization, you will most likely be able to file for unemployment compensation. File within your state as soon as possible; generally two to three weeks elapse between after the first compensable week and the first benefit check. The weekly benefit amount is generally about 50 percent of the amount earned while employed, but each state sets its maximum benefit amount. Benefits are paid for up to a maximum of 26 weeks in most states.

You may need to take steps to maintain health insurance if you are not covered under your spouse or partner’s benefits. Coverage could end on your last day of employment. However, the Consolidated Omnibus Budget Reconciliation Act (COBRA) allows you to continue your coverage at group rates, plus a 2% administration fee. Explore this option as well as others, especially if you or insured family members have conditions requiring ongoing observation and/or treatment.

In addition, notify creditors of your situation so that you can arrange for a more flexible payment schedule. Establishing a “comfort zone” around your ability to pay bills and meet financial obligations will enable you to view your future in a much more positive light.

Look at Your Job Loss as an Opportunity

Think holistically about your options and how they fit into your life plan. Don’t have a life plan? Shame on you! But you are not alone. Most people are in “go mode” through so much of their waking hours that they seldom take time to reflect; nor do they typically feel they have the energy to plan. Think of all of the things that you have wanted to do but never pursued in all aspects of your life – not just the work-related ones, either, but whatever is tucked away in your hopes-and-dreams category. This could be the time to dust them off and see if there’s life in them. And don’t forget the things you now have time to do while you are between jobs: spend more time with family members, take a short trip, etc.

Rebuild Your Self-confidence

Review your accomplishments and remind yourself of the value you have created in the past and can continue to create in the future. Take this a step further and do small things every day to give yourself a sense of accomplishment and completion. Find a small project to finish around the house, for example, or commit to exercising daily.

Use visualization to picture yourself in successful interview situations, thinking through, in detail, how you would respond to various questions. This technique is used by many star athletes as they get ready to perform.

Get Ready, Get Set, Go!

OK: Now you may be ready for that interview. When you take time to understand your individual reaction to a job loss and how you have internalized it, you can give yourself a break, de-stress, reflect, recharge, and get help where you need it. You increase your probability of landing gracefully . . . where you want . . . and with a spring!

Interviewing is akin to marketing and is a blend of art and science. Potential buyers will be looking for what you can contribute, what you cost, and whether or not there is chemistry. You are marketing a product which is you, and negotiating for the right price, location, and timing. There are a lot of parallels to marketing that apply in the job search and interview process including research, sales, packaging and promotion, and negotiation. You will need to draw on the skills you have in these areas to master the interview and get your ideal offer.

Preparation and Research

The job search process is 90% preparation and 10% perspiration. There is a lot you can do before your appointment to increase the probability of a successful interview. Find out as much as you can about the company and the industry you are interested in. Top 50 lists will help you understand the strengths of the company. For public companies, you can read the annual report. For just about any company, you can go on their web-site and find out valuable information including statements of their mission, vision, and values; their products and services, descriptions of each major line of business; employee size; and their various office locations. Find out who the company’s competitors are and what the company believes differentiates it from its competitors. Know the names of key officers. Interviewers will often casually mention the names of the CEO, COO and other senior officers during the interview, assuming you know who they are talking about. Without this understanding you may lose some of the context for what they are sharing or asking you to respond to. You should know all of these are data points prior to going into the interview; so that your questions are related to the position at hand.

Sales Pitch

Review your resume and think through your strengths, experiences, and transferable skills. How do these address a need or challenge within the company or industry you are interested in? Connect with someone who can help you prepare for the interview (e.g., career coach, trusted colleague in Human Resources, friend, or family member). Leverage these individuals as a sounding board and to rehearse how you will respond to various questions. Their feedback will help you identify where you may need to provide more detail or less, or adjust your body language and your expression. This is key! Any presentation may go well inside of your head, but you need to hear the words and ensure you are conveying confidence and a sense of authenticity when you speak with others who do not know you. If no one is available for you to practice with, rehearse in front of the mirror. Outplacement firms suggest you might even want to tape your voice so that you can hear how you sound or you can check out or buy a video on Effective Interviewing and observe as others role-model effective techniques.

Packaging

Packaging includes what’s inside the box (your personality and demeanor), how the product is wrapped or packaged (your appearance and body language) and what is around the product (your resume and other collateral pieces). At a basic level, you will want to ensure that your resume is error free, easy to scan, does not raise a lot of questions, e.g., gaps in employment dates. Packaging extends to your attire. Make sure your dress is parallel to what is considered interview apparel for the company. This may be slightly different that the standard dress code for the company. For example, the dress code may be business casual, but there may be an unwritten expectation that anyone interviewing is suited up or dresses a bit more conservatively. Know the “uniform” for the industry. In other words, you would not walk into an interview for a manufacturing company with the same level of flair you might suit up for to interview with a public relations or advertising concern.

Arrive to your interview, leaving enough time for you to find the appropriate building or office, stop in the restroom, examine your appearance, and gain composure – about 15 minutes early. Make sure you bring extra copies of your resume, a pad to take notes on, and a pen – that works! Enclose these neatly in a portfolio, so that you are not struggling to find these during the interview.

From Concept to Promotion

During the interview, you will be painting a picture so that the interviewer can get to know you. Your interviewer has some concept of you based on the accomplishments you have cited on your resume. In the interview they will be looking for validation of your experiences, interpersonal skills, and to test if you would be a good match for the company and role.

Many interviewers will use a situational or behavioral interview approach to validate your work experience in which they will ask you to describe in detail a situation or challenge that demonstrates a specific skill. As you describe your experiences, use the STAR technique. Describe the Situation or Task you were presented with, the Action you took, and the Results. Spend the most time describing the action and results – how you made a difference. Remember not to speak negatively of your employers or co-workers even if the situation was negative or challenging. Focus on how you were able to turn a negative into a positive either for yourself or others.

Depending on the job level you are at, you may have several interviews. There may be a screening interview with someone from HR. Leverage this time to ask logistical questions, For example – questions about the interview team composition, questions about the prior incumbent in the role, how long it has been vacant, and the timeframe in which they are looking to fill the position.

Each subsequent interviewer may be interviewing you to assess specific skill sets or competencies. Try to understand the perspective of each interviewer by asking them to explain their role in the organization and the working relationship they would have with the person in the position you are applying for. This team of interviewers will later convene to compare observations and provide their recommendation on whether or not you are a viable candidate.

Given there may be several interviewees competing and bringing a comparable level of value to the table, the interviewer’s decision may be based on their connection with you. You may establish a connection by sharing aspects about your experience that you know will resonate with your interviewer’s interests or background, or by coming across in a way that conveys authenticity, and engenders trust and comfort. This is the part of the interview that is clearly “art” versus “science.” To this end, pay attention to your non-verbal behavior. Appear interested, by sitting up straight and/or leaning slightly forward. Appear engaged by keeping eye contact and providing affirming gestures. Even if you are nervous, appear composed by controlling any nervous habits you may have such as fidgeting, tapping your feet, or clenching. Take a deep breath and smile inwardly so that you appear confident. Make sure you are talking at a pace that the interviewer can follow. Don’t be afraid to use brief silence to think through a question or pause to check for understanding.

Remember, during the interview you are promoting yourself, but it is also a mutual exchange. You are trying to find the best “buyer.” Make sure you have prepared some questions ahead of time so that you can gain a better understanding of the current and future direction of the role and company, the value of the role within the company, the work environment, any inherent challenges, and specific results you will be expected to deliver early on.

At the close of your interview, be sure to thank the interviewer for his or her time, ask about next steps, and get a sense of timing of when you will hear back from the company. A memorable and nice touch to keep you top of mind is to send a follow-up thank you note to each interviewer.