Why people turn down job offers





I have been recruiting into the world of marketing analytics and insight for the last few years in both the UK and now US. Having spoken to thousands of candidates and clients in this field, there are notable differences in the two markets, but there are also many similarities. I have been thinking about how, as a recruiter, I can demystify the thought processes of companies and candidates to make the hiring process or job search for any field that bit easier.

So, what do job seekers look for in a new role?
  1. Attractive salaries Exponential career progression
  2. And the open bar on a Thursday are all great draws, and guarantee that you will be able to cater for the vast majority who consider working with you; but how else can you attract candidates, and differentiate your brand from your competition?
One reoccurring theme, and the most important factor to the analytics candidates I work with when considering a job move, is to be part of a company that values analytics.

The obvious is not always obvious


I know it sounds ridiculously obvious, but part of the reason why candidates don’t take job offers, or even leave companies; is that the work they do, along with their insights into it are not taken on board or actioned. I believe this also is the reason many companies are not chosen when job offers are made to analytics candidates in particular.

More overtly passionate brands are just better at demonstrating the value of their analytics functions during the interview process. Demonstrating how internal stakeholders view your function is key, and needs to be evident throughout the entire interview process.

Many companies simply rely on their brand proposition, quarterly results and reputation to engage and attract candidates. This can only take you so far into the hearts and minds of interviewees. In this ever-evolving landscape, the game has changed, and people want to know that the business is as invested in their work as they are.

There is a discrepancy between how the candidate see themselves and what you as a business want.

The business simply wants somebody to solve a problem they have with data for example and knowing what it actually means. The analyst obsesses over the minutiae of data and expects the business they are working for to be the same. This simply is not always the case.

Is the analytics function in your company valued as much as it should be? This demonstrable value doesn’t stop with analytics, other functions within a business, need to know that they are valued too. If they are, then how do you effectively demonstrate this to those that matter?

Bragging rights


There is always time to brag about how you intend to be market leaders and trailblazers. Think of all the tangible results you can tell prospective hires about.

Are you about to disrupt the market with a new technology? Tell candidates about this. Also, share your own personal experiences. Why you work at your current business, what attracted you? These are the key details that many companies miss out during the interview process that can make the business of relationship building and team fit more effective and genuine.

Understandably some companies feel reticent to admit their function isn’t as valued as it should be. However, if that is something you want to change then there are some candidates who will love a challenge, and this will be a key driver for them to accept a role where they can demonstrate their expertise and make an impact. Those who do, also like to teach and create precedent as legacy of their time within a business.

As recruiters, we are always selling the inner functions of a company as well as we can, but hearing it directly from a hiring manger will only reinforce what we say.


 Vicky Booth
 Vicky Booth LinkedIn


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