In LD+A, July 2025, I wrote about the tides shifting toward a more balanced job market; course correcting from the hyper candidate-driven landscape that followed the pandemic. At the time, it appeared that both employers and candidates were finally meeting in the middle. Unfortunately, the pendulum now seems to be swinging too far the other way, leaning into indecisiveness—or even arrogance—on the hiring side.
This year, we’ve seen a noticeable increase in employers dragging out the hiring process and extending poor offers. As a consultant/recruiter with over 26 years of experience in the lighting industry, I know what works in hiring—and what doesn’t. That’s why it’s so frustrating to watch companies undermine their own success with easily avoidable mistakes.
“If a company appears indecisive during hiring, candidates are left wondering what other decisions will stall once they are employed there”
As recruiters, we invest the time to fully understand a position: the position requirements, selling points of both the role and company, challenges employees face, and available opportunities in that company. We identify the right candidate—the one who excites the client and matches their needs. And yet, when it comes time to make an offer, the client makes a move that sabotages the process.
One recent example illustrates the point clearly. A candidate sought a $140,000 base salary—within the client’s stated range. Yet the client offered $100,000. Not surprisingly, the candidate declined and instead accepted a competing offer for $150,000. Beyond losing a strong hire, the employer left the candidate feeling undervalued, disrespected, and skeptical about how they might treat employees and customers, damaging their reputation as an employer. Worse, the company lost a strong candidate to a competitor.
There’s an old saying in sales: time kills deals. It’s been repeated so many times because it remains true. Lengthy hiring processes, multiple rounds of interviews stretched over weeks, or gaps in communication all send the wrong signal.
Candidates often interpret these delays as disinterest or even worse, indecision. If a company appears indecisive during hiring, candidates are left wondering what other decisions will stall once they are employed there.
At the same time, speed without thought can be equally costly. James Golon, managing director and vice president of Sales at Waldmann Lighting North America, said, “The worst thing you can do is rush to hire because of deadline pressure. A bad hire forces you to start over, which costs far more time than making the right decision the first time.”
The lesson is balance—move decisively, but never carelessly.
The lighting industry is a small, well-connected community where word spreads quickly. Employers who gain a reputation for being slow, dismissive, or unfair in their hiring practices risk more than missing out on a single candidate. They are gambling with their reputation across the industry, making it even more difficult to attract the best talent in the future.
The good news is that most of these pitfalls are avoidable with a structured, transparent process so candidates know exactly what to expect. Here’s a simple checklist to get it right:
Define the role clearly with a solid job description:
Summarize the company and its strengths.
Outline day-to-day responsibilities.
Set measurable goals.
Include any requirements for the position, such as travel, necessary degrees or certifications, etc.
QTL CEO Gean Tremaine explained, “We integrate our core values directly into the hiring process by tailoring interview questions to evaluate how candidates align with and demonstrate those values.”
Map out the interview process:
Decide how many interviews there will be and what format they’ll take (phone, video, or in person) and who all will be involved. Golon noted, “I like to have candidates interviewed by their potential direct report as well as others across the company. Engineers, data managers, and different perspectives all add value—it’s important to gather feedback and listen to it.”
Ensure that all interviewers have availability within two to four weeks of starting the search so the process doesn’t stall.
Clarify any testing requirements:
If any assessments, background checks, or drug screens are required, explain how long they will take, where they’re completed, and if they can be done remotely.
This level of organization signals to candidates that companies are prepared, professional, and serious about bringing the right person on board.
Hiring is, and will remain, competitive. The best candidates will not wait indefinitely, nor will they accept offers that undervalue their skills. Employers who act decisively, communicate clearly, and extend fair offers not only win talent—they build reputations that attract future candidates.
And sometimes, the best guide is still your own experience. As one executive advised, “At the end of the day, you have to trust your gut. With experience comes instincts—if something feels off in the hiring process, listen to it.”
Brooke Ziolo is president and executive recruiter for Lighting, Lighting Design, and Lighting Controls at Egret Consulting (www.egretconsulting.com).
