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10 Ways to Prevent Offers from Falling Apart - by Lou Adler
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10 Ways to Prevent Offers from Falling Apart - by Lou Adler
10 Ways to Prevent Offers from Falling Apart
1)Don`t make the offer until all potential reasons for reneging have been formally addressed.
2)Be the last company to make the person an offer.
3)Prepare a side-by-side job comparison.
4)Get the hiring manager 100% involved.
5)Make the offer an event, not a transaction.
6)Make the offer about the job, not about the money.
7)Get the person involved in the job before starting.
8)Conduct a thorough pre-relocation dance.
9)Create friendship-making opportunities during the selection and recruiting process.
It`s commonly known that having a friend at work is an important part of on-the-job satisfaction. Use this concept to your advantage by creating opportunities for the candidate to meet with some peers during a lunch or dinner interview when the discussion is more casual. That will also give you a glimpse into another side of the candidate`s personality.
10)Visualize the resignation process.
Now that you`ve eliminated the competition using these steps, you`ll need to ensure the person doesn`t take a counteroffer. The most important part of this is walking the candidate through the emotional roller-coaster associated with saying goodbye to a group of people she has worked with for a few years. Make sure the candidate visualizes the process and rehearses how she`ll say she`s not interested in discussing a counter-offer, especially since she has already signed a letter of acceptance with your company. If she has reviewed the performance profile in great detail, she`ll also have the confidence to overwhelm her current boss` lame arguments about why the new job isn`t as good as the one he`ll create for him.
Don`t ignore the importance of keeping the deal closed. An offer turned down at the last stage means that the entire process needs to be redone. This will cost you at least four to six weeks in lost on-the-job performance, delaying other searches the recruiter can`t handle and increasing frustration on the part of everyone involved. From what I`ve seen, few recruiters handle this critical end-game process well, so spend some extra time here.
Source:
http://www.adlerconcepts.com/resources/column/on_becoming_a_great_recruiter/on_b
1)Don`t make the offer until all potential reasons for reneging have been formally addressed.
2)Be the last company to make the person an offer.
3)Prepare a side-by-side job comparison.
4)Get the hiring manager 100% involved.
5)Make the offer an event, not a transaction.
6)Make the offer about the job, not about the money.
7)Get the person involved in the job before starting.
8)Conduct a thorough pre-relocation dance.
9)Create friendship-making opportunities during the selection and recruiting process.
It`s commonly known that having a friend at work is an important part of on-the-job satisfaction. Use this concept to your advantage by creating opportunities for the candidate to meet with some peers during a lunch or dinner interview when the discussion is more casual. That will also give you a glimpse into another side of the candidate`s personality.
10)Visualize the resignation process.
Now that you`ve eliminated the competition using these steps, you`ll need to ensure the person doesn`t take a counteroffer. The most important part of this is walking the candidate through the emotional roller-coaster associated with saying goodbye to a group of people she has worked with for a few years. Make sure the candidate visualizes the process and rehearses how she`ll say she`s not interested in discussing a counter-offer, especially since she has already signed a letter of acceptance with your company. If she has reviewed the performance profile in great detail, she`ll also have the confidence to overwhelm her current boss` lame arguments about why the new job isn`t as good as the one he`ll create for him.
Don`t ignore the importance of keeping the deal closed. An offer turned down at the last stage means that the entire process needs to be redone. This will cost you at least four to six weeks in lost on-the-job performance, delaying other searches the recruiter can`t handle and increasing frustration on the part of everyone involved. From what I`ve seen, few recruiters handle this critical end-game process well, so spend some extra time here.
Source:
http://www.adlerconcepts.com/resources/column/on_becoming_a_great_recruiter/on_b
