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Dynamic World of Hiring Manager and Candidates

sharpebusinesssolu

The job hunt, from a candidate’s perspective, often feels like navigating a maze of endless applications, impersonal email updates, and interviews that never seem to go anywhere. It’s a sentiment I’ve heard frequently: “I feel like just another number, not a person.” And yet, as someone who’s spent decades hiring and observing trends in the workforce, I can’t help but see the other side of the coin. The hiring process has become a two-sided struggle, where candidates feel unseen, and hiring managers are grappling with disengagement from the very people they’re trying to connect with.


Recently, I oversaw the hiring process for three positions: a licensed dental assistant, a front desk receptionist, and part-time back-office support. Over 72 applicants applied, and as is typical in today’s digital hiring landscape, the process began with sifting through resumes, identifying red flags, and sending follow-up messages to gauge engagement. But here’s where it gets tricky—the majority of candidates didn’t respond to questions meant to spark conversation or demonstrate interest. It was a reminder that apathy within the candidate pool isn’t just a trend; it’s becoming the norm.


Those who did engage were offered interviews, carefully scheduled to accommodate their preferences. Despite this, several candidates either didn’t show up or tried to reschedule at the last minute. For the hiring manager, this level of disengagement is disheartening, especially when significant time and effort go into creating a professional, structured process. Candidates often feel like a number, but hiring managers, too, are starting to feel like their time and energy are being wasted on a process that feels increasingly transactional.

This disconnect raises important questions. If candidates feel overlooked, why are so many approaching the job hunt with minimal engagement? And if hiring managers invest time and effort to make the process thoughtful and personal, why does it often feel like the effort goes unnoticed?


One challenge is the virtual nature of today’s job search. Online applications have made it easier than ever to click “apply,” sometimes with little thought about the position or company. This convenience, while valuable, has also created a culture where candidates apply to dozens of jobs with minimal interaction or genuine interest in any particular role. For hiring managers, the sheer volume of applicants to sift through often leads to rushed decisions or missed opportunities to connect meaningfully with top candidates.


\From my perspective, the solution lies in engagement—on both sides. For candidates, it means approaching each opportunity with intention. Respond to follow-ups, ask thoughtful questions during interviews, and treat each interaction as a chance to build a relationship, not just check a box. For hiring managers, it means continuing to invest in the process, even when it feels thankless. Clear communication, timely updates, and providing constructive feedback during interviews go a long way in showing candidates they’re valued, even if they don’t ultimately land the job.


But let’s be honest: the burden of engagement shouldn’t fall solely on one party. The hiring process should be a collaborative effort where candidates and hiring managers meet in the middle. Candidates need to feel like more than just a number, but they also need to act like more than just another name in the applicant pool. Similarly, hiring managers must balance the need to remain professional and invested without burning out or losing hope when faced with disengagement.


This experience reminded me why hiring, despite its challenges, remains one of the most important aspects of any business. It’s not just about filling roles; it’s about finding the right people who align with your team’s values and mission. That alignment doesn’t happen by accident—it requires effort, patience, and a willingness to see the process through, even when it feels like the odds are stacked against you.


So, where do we go from here? As hiring managers, we can’t control every aspect of a candidate’s behavior, but we can control how we approach the process. And for candidates, the key is to show up—not just physically for an interview but emotionally and mentally, ready to engage in a way that sets you apart.


The job market may be evolving, but some principles remain timeless: professionalism, mutual respect, and a genuine willingness to connect. Let’s not lose sight of those, no matter which side of the table we’re sitting on.



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