A great post that digs into one of the facets of how we treat candidates who get to that finalist stage.
One of the few academic studies on this subject notes that the focus of a candidate's interest/trust shifts at this stage from the recruiter to the hiring manager...unless of course the hiring manager is a *dumbass*.
The number one key skill every manager should have is interviewing.
Without dwelling too much on the saying “you can't improve what you can't measure”, now is the time to act by applying a successful combination of technology and “the human touch”.
Not to mention aviation safety and security risks, etc.
Having to deal with the time-saving “self-boarding” process or “biometric-enabled single passenger tokens” on their own.
Internal Hires - these are the most interesting of the ones we may be involved with - a situation where someone is promoted from within, or a situation where guidelines exist about the internal population and how they interect must be watched carefully.
In the intake session it is wise to lay the groundwork with a hiring manager and tell them that limiting the political landscape by making the internal steps reasonable, and not showing favoritism is as vital to success internally as sourcing is to external recruiting.