By: Paul Pompeo

“Candidates who were recruited for the role are often paying close attention to the interview experience, viewing it as a reflection of the organization’s priorities, culture, and regard for its people.”

THE COMPETITION FOR THE BEST PEOPLE in lighting, electrical, and controls hasn’t gone away; in many respects, it has be come even more intense. The best candidates who become available are often back on their feet within a matter of weeks (often fewer than that) or one or two months at most. As the battle for talent continues unabated in an increasingly competitive market for employers—not just for customers, but for employees as well—remember that the top professionals are becoming even more discerning about the employers they choose.

The best candidates (often referred to as “passive candidates” because they are not actively sifting through job postings and may have been introduced to your company through an executive search professional) are watching for clues. They are forming impressions of your company long before an offer is ever made, and it starts with your company’s interviewing process. Some of the best and most respected companies in the lighting industry could stand to take another look at how they interview and hire. Here are six points that can trip your firm up when trying to land that exceptional lighting, electrical, or controls professional.

1. Conflicting Messages About the Role. If candidates interviewing for your open position hear the role described differently in various stages of the interview process, it may lead them to question the opportunity and look elsewhere. If there are conflicting expectations from your company’s team about the role, it can result in a potential candidate fearing that they may be set up to fail if there are different visions of how success is defined across teams.

2. Repetition Sends a Message. It’s helpful to perform a quick review with your company’s stakeholders on what each person will cover during the interview process. If one person provides the history of the company or a detailed description of the position, you want to make sure another member of your team isn’t supplying the same information. Doing so can potentially send the message to the candidate that there is a lack of communication at your company. While that impression may not be entirely true, it can lead to a candidate’s frustration or confusion.

Communication and Coordination Consistency extends beyond how the role is described. Candidates are also paying attention to how well your team communicates and coordinates throughout the interview process.

3. Feedback Delays Cost Momentum. Both active and passive candidates are curious to hear feedback. Timely communication matters. Delays in providing updates, whether directly to a candidate or through an executive recruitment partner, can diminish interest and jeopardize the hire. Candidates who were recruited for the role are often paying close attention to the interview experience, viewing it as a reflection of the organization’s priorities, culture, and regard for its people.

4. Keep the Interview Momentum Going. While a hiring manager might be busy and have other immediate priorities, delays between interviews should be minimized as they are one of the main reasons that a strong candidate cools to your company. Companies that space interviews out two to three weeks or more are halting the “white heat of candidate momentum” in its tracks. A best practice recommendation is keeping no more than seven to ten days between each interview.

Mindfulness Matters

Speed alone, however, is not enough. Companies must also be mindful of how much they ask candidates to invest in the process.

5. Too Many Interviews Can Cost You the Candidate. Yes, interview fatigue it is a thing. While you want to ensure that your interview process covers all the salient points, the longer your process goes on, the more risk your candidate will either lose their initial enthusiasm for the opportunity, have other companies approach them about opportunities, receive a salary increase and/or promotion at their current company, or step back to view whether the lengthiness of your interview process is a preview of their future with your company. Excessive interview stages raise questions: Does the company have difficulty making expedient decisions? Is this a sign of bureaucracy at the company? Three (or a maximum of four) interview stages is appropriate for most positions, with executive roles often being the exception. Clarity Is Key Throughout the process, candidates are looking for signs of clarity and decisiveness. Ambiguity about the position itself can undermine that confidence just as quickly as a cumbersome interview process.

6. Titles Matter—Especially When They Change. Pompeo Group recently had a conversation with the chief financial officer and chief strategy officer from a highly respected lighting manufacturer. They were seeking someone for a lead operations role but had not yet determined whether it would be a vice president of operations or director of operations position. A title for an open position that “wiggles” during the interview process can be disconcerting to a potential candidate. In this case, it was more troublesome because the number of direct reports would vary depending on whether the title was vice president or director. This makes it difficult to deliver a consistent message to potential candidates and risks creating the impression that your company has a lack of internal agreement regarding the role or, even worse, creates the appearance of a “bait and switch,” where a candidate is attracted by one title only to have it shift to a lesser role later in the process. Clarity and consistency are key to building trust with a passive candidate.

The Signals You Send Although these issues may seem unrelated, they share a common theme: Candidates want clarity, consistency, and confidence that an organization can make thoughtful decisions efficiently. Companies that provide those signals are far more likely to attract and secure top talent. Identifying the ideal candidate for a key position is one of the most critical responsibilities of any manager. Steering clear of these pitfalls can help ensure a smooth hiring process and a successful outcome for everyone involved.

The Author: Paul Pompeo is president of Pompeo Group , an executive recruitment consultancy in lighting, electrical, and controls.