Getting Chuck a Job

When one of our major clients needed a senior technical writer with XML experience and a very specific set of skills, I knew exactly whom to recommend. 

Chuck had an extensive background in project management and content development. He knew the tools, had a history of success, and was the kind of person who quickly became part of a team. I was confident he would be a great fit.

We sent his résumé to the hiring manager, and she scheduled an interview.

Unfortunately, it didn't go well.

You see, Chuck is a funny guy. He likes to talk. Sometimes a little too much. His outgoing personality didn't sit well with the manager, who came away thinking he wasn't serious enough for such a senior position.

But I knew Chuck. And I knew she had him wrong.

I called the manager and asked her to give him another chance. I explained that I wouldn't put my reputation on the line for a candidate unless I was confident he would succeed. I even considered offering a week or two at no charge to prove my point, but fortunately, it didn't come to that.

She agreed to speak with Chuck again. This time, she offered him the job.

I don't make a habit of challenging a hiring manager's judgment. But sometimes you know something about a candidate that an interview simply can't reveal.

Chuck wasn't a great interviewee. He was a great employee. And that is the difference.

He stayed with that client for years and developed a close working relationship with the very manager who had initially rejected him.

That's what human recruiting is about. Knowing the people behind the résumés, understanding what makes them successful, and occasionally being willing to put your own reputation on the line to give someone the chance they deserve.