Why Do We Lie to Job Candidates?

Real estate broker agent Shake hands after customer signing contract document for ownership realty purchase in the office, Business concept and  signing contract

A big part of interviewing is selling the open position and your company as a compelling place to work to someone you just met. You’ve got to hit the highlights for sure and revisit them regularly, but most of us just don’t touch on areas where our businesses can improve, and that might be why you’re hiring this person in the first place. It could be updating the product line, giving our culture a jolt, or having clear expectations for the position we’re trying to fill.

Navigating Strengths vs. Concerns

No one wants to be sold a false bill of goods. Telling your future co-worker what you think they want to hear rather than gracing them with reality is a waste of time & money and will leave everyone feeling disappointed. Many of your organization’s shortcomings are apparent to you and everyone else and can be tactfully presented. Unfortunately, what you consider the strength of your organization may be an area of concern for your candidate. The toughest aspect of being honest about the challenges that may lie ahead is knowing what the stranger in front of you thinks is a concern.

Guide To How People Behave

Imagine having access to an interview guide to know how people behave with others and how they will navigate your culture. The Predictive Index Behavior Assessment gives us a roadmap for asking better questions and predicts how people’s unique needs and motivations will fit with our organization’s strengths and weaknesses. Take the Predictive Index Behavioral Assessment to find out more!

Author

  • Vice President of Organizational Development

    Mike is passionate about helping organizations align employees with work that is most energizing to them, building winning teams, and executing on the promise of their mission and brand. His expertise is particularly relevant in industries like construction, hospitality, manufacturing, general contracting, and facilities management or those businesses with growth opportunities specifically related to people. He brings nearly 20 years of hands-on CEO experience having owned, operated, and exited a number of businesses in those marketplaces. Mr. Mosel brings a strategic vision to The Building People leadership team that complements our company mission of transforming the built environment at the intersection of real estate, technology, and people. His area of expertise will support our internal and client-facing solutions around workplace transformation, talent optimization, and the power of science and data.