David, a successful manager in his field, was a top contender for a desirable position. After an extensive and exhausting job search campaign, he finally felt that this particular opportunity was right for him.

David was very confident that he would be their candidate of choice. He had the qualifications and experience they were seeking, and he had interviewed very effectively. Most of all, he had developed an excellent rapport with the hiring manager. Personally and professionally, they had “clicked” from the very beginning.

This candidate’s excitement and optimism were shattered, however, when he received an apologetic phone call from the company’s human resources department.  They were very sorry, but the position had been offered and accepted by another candidate.

Although stunned at hearing this, David managed to thank the person for calling.  Beneath his polite and controlled exterior, he was so disoriented he barely remembered the rest of the conversation. As the day progressed, his disappointment and frustration grew. After weeks of “courting”, he now had an intense need to know why he was not selected.

Had there been a signal that he misread? Had he been over-estimating his value and their interest? Did he unknowingly say or do something that dismissed his candidacy? In an effort to gain understanding, David attempted to call the hiring manager. His phone calls were not returned.

David needed a sense of closure. He also decided that he had too much time, interest and effort invested in this situation to simply let it go. This was a quality company, with lots of potential. He knew he was a good fit and that this was where he wanted to grow his career.

After much soul searching, David decided to write a letter to the hiring manager. He felt at this point he had nothing to lose.  Beyond being therapeutic, the letter could convey his sense of disappointment and regret, and hopefully keep the door open for future possibilities.

David ended his letter by saying, “…I still genuinely feel that I can be a valuable asset to your organization, given the opportunity. Please keep me in mind should any change occur which could re-open our discussions. Wishing you continued success.” He then put the whole situation out of his mind and immersed himself into exploring and pursuing other job options…

David was taken off guard a second time by the same company when, one evening six weeks later, the hiring manager called him at home. During their two-hour conversation, the manager explained that David had in fact been his first choice, but that due to some higher level influences, the offer had gone to someone else. Now it had become evident that the new person was not going to work out, and that was the reason for this evening’s call. Would he be interested in resuming discussions?

David was flattered but cautious. He asked the manager why he had not personally called instead of Human Resources, and why he had not returned his calls afterwards. The manager apologized, and explained that he was embarrassed with his company about what had happened. He also had been personally angry that his selection, David, was over-ridden by his senior vice president. Even so, at that time he had felt obliged not to reveal the real reasons behind his company’s behavior, and so had avoided communication with David altogether.

David also inquired about whether that senior VP was still there. The hiring manager assured him that the company was now on the road to a healthier leadership team. In fact, the rest of senior management saw that whole incident as poor decision making driven by questionable self-serving motives. The offending executive was now in the process of separating from the company.

With these apologies and explanations, David’s would-be manager then extended him the offer that he had planned to two months ago. After additional discussion and subsequent negotiations, David accepted the offer, successfully resuming his career.

In the recruitment and selection process, it is important for both the hiring organization and the candidates to be as open and communicative as possible. If, after apparent rejection, David had not written that letter asking to keep future possibilities open, the hiring manager most likely would have been too embarrassed to approach him a second time when the position reopened.

In this case, the situation became recoverable because of David’s confidence in himself, and due to the willingness of both parties to move beyond ego and pride toward a mutually beneficial conclusion.