Characteristics of the sophisticated job candidate.

These nuances have a way of declaring themselves quickly, and can have a real impact on how successful a would-be candidate might be in professional pursuits outside the clinical sphere--and more immediately, how they might fare as a candidate for a competitive position.

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Here are the ways I've learned to judge candidates:

1. Sophisticated candidates recognize they are not in charge in the management world the way they would be as candidates in clinical recruitment. They accept terms of engagement, need to step up and sell themselves and they make the big decision when they are holding a job offer, not sooner. They can and do let go.

2. Understanding the size of stakes is critical. Promoting yourself for a job implies a real willingness to move, and last-minute waffling or turndown is damaging to both the search process and the candidate's reputation. Sophisticated candidates judge their career moves wisely and are selective about what they pursue--and it shows. Fortunately, when candidates are just "trolling" or testing the market, it comes through, and the lack of enthusiasm usually results in lack of a job offer.

3. To be considered for a position, the sophisticated candidate uses every possible means to position him/herself. Web sites, contacts, literature and most importantly, the search consultant, if there is one, or the contact person or HR executive can be extremely helpful to the candidate. Sophisticated candidates ask lots of questions--and ask the same question of multiple parties to see if the answers agree. They ask about the process, knowing there can be considerable variation, and make themselves available and easy to work with. They are responsive and flexible.

4. Sophisticated candidates realize that everything is real and meaningful. Over time, I've come to realize that in the course of conducting a search, I'm gathering valuable management information on the candidates and equally valuable cultural and management information on the client, because each is being managed through a cumbersome and inherently un-neat process. We pass this intelligence along circumspectly. People and organizations are who they are, and we learn a lot about how interactions feel. (We do our best work when we are in effective work partnerships with our clients and we work hard to form equally effective working partnerships with candidates.)

5. Sophisticated candidates will ask guidance, take counsel and adjust accordingly. Our goal is to have all candidates present at their best, and we expend a lot of time and energy coaching and prepping toward this end. It's easy to tell when there is little insight into feedback and suggestions we try to pass along. Candidates who need to listen better are regulars. Often it is not clear to me how well someone listens right away, as I am asking a lot of questions at the front end. When a candidate makes a reference to a conversation we had two weeks ago, I have a listener on my hands. I like it when people listen, and like it even better when they actually incorporate things into their approach and presentation. While I have enough ego to enjoy the fact that someone listened, the real issue here is that if someone listens to me, they'll probably listen to others. And if they listen and make changes, even better, because we have a life-long learner here, too.

6. Lastly, the issue of trust comes up over and over again. It is the one word I hear more right now in health care circles than any other. This is not a sophistication issue. It is a basic human value. And it plays out here, too. I assume people are trustworthy until they prove not to be. And you'd be surprised at how quickly you learn whether your trust is well-placed. Is the person serious? How are they handling their exit from their former employer? Do you get surprised when you call references? There are many ways to test trust, and you don't even need to devise them. Interactions will tell you the story. And clients want to know from us if someone is trustworthy. And we tell them. This plays both ways. We work for clients and will always make the best decision for the client. If you as a candidate do not get the nod, I can see where you would have less-than-positive feelings towards us. The truth is, we do our best to put the best people in places where they can add value, and only one person can get each job. We do our very best to be fair, informative and timely with all candidates. And I know that I've mentioned graciousness in other columns, and it is much appreciated. Making those phone calls to say that someone did not get the nod is my least favorite part of my job. And the way a person takes the news has a lot of bearing on whether or how I would promote them again. Maturity.

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So my best-case scenario is when I find a candidate who has basic relevant credentials, well-organized and concise paperwork--both CV and resume--has thought about career progression logically, done their homework and presents well.

I will usually "yes-but" people a fair amount and test specifics. I'll always be won over by someone who "yes-buts" me even more than I "yes-but" them. It's a signal that the candidate will sell themselves and not just take no for an answer, either from me or anyone else.

They identify references, are ready with the contact information when requested and have made certain that the references are aware they may be contacted. They use my time well, as I try to use theirs well. They take constructive direction from me in how they present themselves, both in writing and personally. They make the search requirements a priority and make themselves available accordingly. What's not to like about that?

And while general sophistication is a great place to start, searchspecific sophistication is even better--and may be the difference between getting the nod or being turned down. Balancing making things happen and letting go when you need to is key, and there's no better time to start than now.

By Mary Frances Lyons, MD

Mary Frances Lyons, MD, is a senior consultant at Witt/Kieffer in St. Louis. She can be reached by phone at 314-862-1370, or by e-mail at [e-mail].