Rethinking first impressions creates fairer decisions, stronger relationships, and lasting benefits for candidates and firms.
Snap judgments are quick decisions we make daily, often without realizing it. They’re shaped by a mix of past experience, instinct, and accumulated knowledge. Whether it’s choosing a brand at the grocery store, deciding what car to buy, or assessing someone in a professional context, we make these judgments constantly.
This tendency is hardwired into us. It comes from a time when survival required fast decisions. If someone was bitten by a snake, you avoided snakes: simple, immediate decision-making meant staying alive. While today’s lifestyle may not carry the same life-or-death stakes for many of us (for some, arguably less thrilling), the reflex remains. In modern workplaces, especially in hiring, it can sometimes work against us.
How snap judgments show up in recruiting.
Snap judgments can surface in several ways during the hiring process:
- You scan a resume and immediately rule someone out
- You have a strong interview and feel ready to make an offer
- You recognize a candidate’s previous employer and form an opinion based on that
- You hear secondhand feedback and dismiss someone before meeting them
Sometimes, these judgments lead to the right outcomes. But they can just as easily cause missed opportunities. Some of the best hires don’t always present well at first. Candidates might be nervous. They may have nonlinear career paths. Or they may come from unfamiliar firms. But behind that imperfect first impression could be someone who brings real value to your organization.
Likewise, a polished resume or confident conversation can mask deeper challenges. Over-reliance on one’s “gut” without thoughtful follow-up can lead to misjudgments. Avoiding snap decisions, when possible, can help ensure you’re giving every candidate a fair chance. It also improves your hiring outcomes.
A more-thoughtful judgement respects the process (and the people).
Job hunting is often exhausting. Candidates can spend hours researching companies, tailoring resumes, and writing cover letters. Many receive no acknowledgment in return. When firms dismiss candidates without engagement or feedback, it sends a clear signal. Candidates notice. And they talk.
Just as firm leaders speak with one another and trade impressions of candidates, candidates also share their impressions of firms. The application process is often the first touchpoint in building (or breaking) a firm’s reputation.
A poor candidate experience, whether via a nonresponse, being ignored, ghosted, or dismissed without adequate feedback, does more than lose one hire. It can harm your firm’s brand, weaken your reach, and damage your long-term ability to grow with the right people. The inverse is also true: a thoughtful, respectful process builds goodwill, even among those you don’t hire. And the best part? It costs little more than your time. In many ways, it’s among the most effective brand marketing a firm can do.
A conversation can open more than just a role.
As the best business development professionals already know, conversations can open doors in a variety of ways. Sometimes the value is immediate. Other times it emerges over years. Recruiting often works the same way.
A candidate may not be right for your current need. But they may be a fit down the road. They may refer a colleague, or friend within the industry. Or they may become a leader at another firm, where that early interaction becomes a foundation for a potentially fruitful relationship. Especially with early- to mid-career professionals who will presumably remain within the industry for the next 20-30 years, you’re likely to cross paths again. Respectful engagement now can pay off in unexpected ways later.
Recommendations: pause, reflect, engage.
If you catch yourself leaning too heavily on a snap judgment, consider asking:
- Are my concerns based on valid and relevant information?
- Does this assumption actually qualify or disqualify them?
- What would I lose by giving them 15 minutes?
- Even if they’re not a fit, could this conversation still be valuable?
- Am I mistaking unfamiliarity for risk?
At the end of the day, what’s the worst that could happen?
That’s a question I often ask myself, and of those around me. In most cases, the downside of a quick conversation is negligible. But the upside? You might uncover a great fit, build a new connection, or create a positive impression that circles back in the future.
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Daryl Simons Jr. is a senior talent consultant at Zweig Group. Contact him at dsimons@zweiggroup.com. |
