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[quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous]I would pass - they are going to hound you for raises and promotions as soon as they are hired or generally be needy. I had a woman like this and it was never enough. We have an annual schedule for raises and a process to apply for open roles and she would just hound me constantly even though I don’t control HR or the company process / annual cycle. This candidate is not demonstrating the ability to act professionally or communicate effectively. If this is her best behavior, is this who you want supporting leadership as an admin? [/quote] What a idiotic take ‘I have one singular occurrence of this in my professional livelihood, therefore everyone will act like this’[/quote] I’ve been a senior manager for over a decade and have hired over 100 people from entry level to manager. I have a good sense of who will work out and who will be more hassle then they are worth. Despite the “great resignation” I am getting more resumes than Pre-pandemic for my open roles and I have plenty of good candidates to choose from. [b]No one owes OP’s candidate a job or mentoring[/b]. If you have more than one candidate and one has red flags, why would you take the one with red flags? I am explicit with applicants what my timeline is and how they will be contacted. I provide people feedback when I don’t hire them in case they want to apply again in the future. I think that’s more than 95% of hiring managers provide. [/quote]You ask someone to burn their vacation/leave, to hire a babysitter, and to commute in these gas prices for an in-person in addition to a phone screen. The candidate isn't [i]OWED[/i] mentoring per se, but it certainly isn't a bad thing to do. Especially if you win a re-compete and have to rev up with additional staff in the future. It takes <30 seconds to write "Our dept's core hours are M-F 10-3". A decade of experience, but still not a director? I can see why. An aged manager isn't necessarily a strong one.[/quote]
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