I tell executive job candidates all the time that the interview process is as much about themlearning about an organization as it is about the organizationlearning about them. It is a part of the process that manycandidates — and hiring organizations — fail to realize.

If a candidate encounters a smooth interviewing process with informed,welcoming team members, they walk away with a positive impressionof the opportunity. If they are bounced around in a disorganizedfashion and there are multiple delays with different team memberscommunicating different messages, they walk away confused or evenno longer interested.

As the demand for skilled talent increases, candidate experienceis going to be a big factor in an organization’s success or failureto bring in top talent. That is why your interviewing process needs to be one thatconvinces candidates to join your firm.

Here are the ways you can protect your talent brand and hold onto top candidates as they interview.

Make sure everyone is on the same page.

Once you have identified who is going to be involved in theinterview process, make sure everyone has a clearly defined idea ofthe job description and the qualifications you are seeking. It isimportant that the candidates get a clear picture from anorganization of not only the responsibilities but the expectationsof the role.

I have seen top candidates walk away from a role because theysaw this type of confusion in the interview process. I have aclient who does a great job with this by holding a meeting at thebeginning of the search and discussing the details thoroughly witheveryone on the search committee.

Make the interview schedule work.

Once you have candidates in the pipeline, you will want to movequickly to get them into the interview process. Make sure that allparties involved in the interview process are willing to make roomin their schedule on designated interview days.

I have witnessed a search in which a candidate dropped outbecause the onsite interviews were scheduled, cancelled,rescheduled, and cancelled again. If individuals on your teamcannot make time, schedule them for finalist interviews only. Orthink about splitting the process into two on-site visits if itdoes not inconvenience the candidate too much.

Instill a sense of urgency in your interview team.

Life changes for people in a heartbeat. You can talk to acandidate one week who isn’t really looking and the next they haveaccepted another offer. While you are waiting two weeks forfeedback from your entire team, your top candidate can be acceptinganother offer because they thought you weren’t interested.

If candidates don’t hear from you shortly after their interview,they will assume that you are not moving forward with them. Eachday that passes after their interview reduces your chance ofsecuring that candidate. It’s so important to get your interviewteam to commit to providing feedback on a candidate within a shortwindow of time.

Make it easy for them to rate and rank their experience with thecandidate. Give them a short form that they can complete quicklyand easily.

Define what you want the interviewers to explore with acandidate.

If you don’t provide guidance an interviewer may not get themost from a candidate or explore things that they should havediscussed. Providing a list of ideal questions is one solution.

However, you may want to mix it up and give different questionsto different people. I once had a client that distributed a set ofquestions to the interview team and every interviewer asked thesame questions. The candidate feedback I got was, “They should havehad everyone in one room and had me answer the set of questionsonce. It would have saved a whole lot of time.”

Make sure a candidate feels welcome.

Have someone meet him or her in lobby when they arrive. Arrangea tour of the building. If they are going to be on site for anentire day, make sure they have breaks for comfort needs andrefreshments. Don’t leave them sitting in a hallway or waiting areaunattended for long periods of time. It gives the candidate theimpression that you don’t feel their time is valuable.

Be careful about having candidates meet with potentialcolleagues.

It is a good idea that can go wrong. If you are going to have apotential leader meet the team they would be leading, the teamshould be given guidance on what questions to ask and how to actappropriately.

They need to understand that they are not interviewing thecandidate, and there are some things — for example, issues aboutsalaries or personal lives — that the team should not be askingtheir possible future boss.

When you are ready to make the offer, don’t delay.

I have seen employers drag the process out for two weeks ormore, risking losing the top candidate. It is important to get thespecifics of an offer right but to do it quickly.

If you plan ahead and take just a few precautions, you willincrease your chances of getting the candidate you want for a role.If not, that candidate may be inclined to go elsewhere.