What you want to pay someone, or how much work you want to get from them, doesn’t matter. This isn’t about your wants, or even the candidates’ wants, it’s about the labor market. If receptionists are being paid at least $20,000 a year, that’s what you’ll need to pay. If they don’t have the time to do any more than light filing while doing their receptionist duties, then you can’t expect them also to reorganize and digitize your records.
Check with headhunters, employment agencies, your industry association, the editor of your trade journal, and the local chamber of commerce to learn exactly what the market rate and traditional job profile are for the kind of position you’re filling.
By offering less than market value, and simultaneously having unrealistic expectations, you’re certainly not creating an environment of trust. Actually, you’re frightening people off. You don’t need to become Mr. Rogers. You just need to have realistic expectations and offer fair value.
There’s no point in going back to the poor candidates who were desperate enough to respond to your initial offer. Why give an unattractive candidate a second chance?
This is a presenting problem. You’re actually answering your own question. If you say you don’t know whether or not to believe a candidate, you’re really saying you don’t believe them.
Don’t feel bad about distrusting a candidate. It was their role to create trust in you, and they failed. It’s not your fault, it’s theirs. Sure, you can try to check a candidate’s references, investigate his background, and determine his expertise. But if you have a gut feeling and simply don’t believe him, there’s no point in wasting any more time. It’s up to the candidate, not you, to try to turn this no around. That being said, if for some reason, despite my advice, you feel the need to give this person a try, make it clear there will need to be a trial or probationary period of, say, three months. If they work out, fine. If they don’t, they’ll be fired without receiving any severance.
