Q&A: Andrew Zaloom Drives the Candidate Experience

In a very short time, Andrew Zaloom has proved himself to be an invaluable member of the Talener team.  Now, as a VP of Client Services, he is driving Talener’s candidate experience – one that involves building trust, relationships, and transparency.

We sat down with Andrew to talk about his initiative to build this type of recruiter-job seeker relationship.

What does the “candidate experience” mean to you as a recruiter?

It is all about trust. My goal is for every candidate I am engaged with to view me as their agent and have confidence that I have their best interests in mind. I want to remove myself from the equation by paying close attention to the candidates ‘wants’ and ‘needs’ in a new job and organization. Building this trust also means both the candidate and I are upfront and direct about compensation, feedback, and any concerns they may have about me being their advocate. Finding a new job can be an overwhelming experience, so it is critical that I listen to what they are telling me as an individual, not just a “candidate”.  This fosters a long-term relationship.

Candidates are often skeptical of recruitment agencies because we ‘work for the client’.  There is a perception that recruiters will push candidates into taking a taking a job that they aren’t sold on. How do we break this perception? How do we balance the needs of our (paying) clients with our duty to our candidates?

It is certainly not a secret that recruiters are compensated by placing candidates into positions. I ensure that I have explained what my role is and how I am paid to the candidates with whom I work. This gives the candidate the opportunity to ask questions about the entire process.

It is important though, to understand that it is impossible to have a sustainable career as a recruiter if placements are not successful. A candidate needs to accept the role because it is what they want, not just because it is the job that I want for them. And if it’s a no, I don’t take it personally. It’s my job to move on and give assurance to the client that it was the right decision. By acting in good faith with a candidate, I am acting in the client’s best interest too.  Companies want employees who want to be there.  Only when it’s a genuine fit on both sides, I am able to foster long-term client and candidate relationships.

What are the top three things that you want to tell candidates when they are applying for jobs?

1.       Keep an open mind. Job seekers are often surprised about how well they fit into a new organization after a phone call. There is nothing to lose from having a conversation.

2.      Be confident. It is easy to be discouraged during a long job search and multiple rejections.  If an opportunity doesn’t work out, trust that it wasn’t the right one. There are several moving parts on both sides of the search – all of which need to be aligned.

3.       Prioritize people, values, and growth opportunity. We know that compensation is a driving reason to accept or reject an offer. But when you prioritize people, values & growth opportunities, you are leaning into being content in your career move.  A marginal salary difference or the allure of a ‘household’ company name are secondary to long-term fulfillment.  

Let’s talk about difficult conversations. How do you tell an applicant that they aren’t strong enough / don't have enough experience / aren’t the right fit to be submitted for a job?

Be direct. It is not personal. Candidates know we have an obligation to our clients and appreciate transparency. I believe it is in their best interest too, allowing them to prioritize finding the right role.

What’s the best way a candidate can come prepared for a first screening conversation with you?

Have an idea of what you want. You need to articulate why you are open to a new opportunity, what type of role / organization you’re looking for, what compensation you would need to take a new job, etc. The more information candidates can share, the better I can present them with opportunities that make sense.

What type of resume red flags will keep you from screening someone?

Often times it is specific to the job (different tech skills, level, location, etc.), but in general I look for things that tell a story. When candidates have a lot of short stints or roles that just don’t demonstrate a clear path or specialization, it makes it hard for me to help build and add to that story. And, of course, poorly written resumes full of typos are an immediate turn off.   Not everyone is a resume expert (that’s why we’re here!), but it needs to make sense to get through the initial screening process.

What type of green flags tell you that someone is worth screening?

A resume that tells me a clear story. I can look at the resume and say, “I know what this person does.” It should be easy to see how a person got from point A to point B. Their trajectory and objective should be clear.  It is far easier for me to infer what the next career step might be within the story.  Also, I never underestimate someone who has spent time building their resume:  proofread, easy to navigate, concise description of responsibilities, and ideally a LinkedIn profile (or other professional sites) that aligns with their career path.

What kind of system do you have in place to communicate effectively and efficiently with your job applicants?

The candidates with whom I have the most success with are in regular communication with me via phone/video calls, email, text, LinkedIn, etc. I tell candidates that I have an open door and they can reach out to me any time for updates or questions.