I learned different methods of building trust and rapport with employers and job seekers alike. Establishing routine interactions seems like a helpful strategy to create ongoing relationships.

I learned new strategies to assess whether someone would be a good candidate to refer to an employer. Having more concrete examples of how candidates can be screened beforehand will be helpful. I also have more ideas of how to probe a bit further to learn why an employer feels a candidate is not a good match or why their interview didn’t go well.

I enjoyed reading about useful strategies for responding to employers when they are not interested in the services being offered. Clarifying what is and is not helpful to them, asking questions, directing them toward things we can help with, and highlighting the value of these services all seem like excellent techniques when engaging with employers.

One part of this learning topic that stood out to me was the importance of developing a macro-level understanding of the participants we work with. In my role, I tend to focus on each individual’s needs and what works for them. However, there is value in simultaneously considering and sharing broader demographic trends when creating relationships with employers so they have a better understanding of who we work with.