Before you make an offer, you need to understand what your candidates are looking for in a new role and what factors might influence their decision. Are they motivated by salary, benefits, growth opportunities, work-life balance, company culture, or something else? What are their pain points and expectations? How do they compare your offer to other options they have? By asking these questions during the hiring process, you can tailor your offer to match their needs and preferences, and show them how your company can help them achieve their goals.
One thing I've found helpful is to find out the candidate's expectations before moving them forward to first interview. Discussing their salary expectation and making sure it's within the range of the role is a great way to start. Although salary is very important, it's not the only thing that matters. Some candidates are looking for a great work life balance, flexible work hours, specific benefit package, remote work, supportive work culture etc. Finding out what your company or client offers and being able to present all their highlights in that initial call will not only entice candidates through competitive salary, but through other perks they would receive should they accept offer.
The best joining to offer ratio I achieved in any calendar year as a Recruiting manager was 93% with over 300 IT starts. The Key is to focus & refine internal processes rather than external factors over which we have limited control. Sharing what we follow: 1) Master 1st Connect - have an in-depth conversation on the Role, Project & JD. Build rapport around the organization & culture. 2) Understand the Candidate’s preferences - show your active listening skills 3) Address Queries/Concerns: Answer critical questions that can make/break the deal 4) Expectation settings on the possible rounds & estimated time to closure 5)Handhold and periodic connects The overall experience of the candidate from the first connect contributes to the result
One of the best ways I've increased my close rate is by understanding what is important to my candidate upfront. If I know that their primary motivation to make a move is financial, and we ultimately can't meet those expectations and choose to make an offer anyway, I share with my hiring managers that we may be misaligned on a core motivation before the offer goes out, and manage expectations. Every situation is different, but knowing whether or not your offer meets the core motivations of your candidate goes a long way to higher close rates.
The journey to a higher acceptance rate starts way before the offer is made. Choice of the developers is equally important. One should try to prioritise the candidates already on their notice period. Which will reduce the time from selection to joining and hence lesser chance of offer shopping and a turn-down.
To improve offer acceptance and reduce declines, focus on transparency and communication from the very first interaction. Clearly define expectations for salary, benefits, and job responsibilities throughout the hiring process. This open dialogue ensures candidates are well-informed and builds trust, minimizing surprises and increasing enthusiasm when the offer arrives.
Yes, it’s really important to understand what drives the candidate. Few more pointers that are important 1️⃣ Understanding the "Why" Behind the Job Search What motivates a candidate to look for a new opportunity? By identifying driving force, we can ensure new role genuinely aligns with their personal & professional goals. 2️⃣ Managing Salary Expectations-Salary talks go beyond just a base number! It’s not only about money – it’s about creating total package that makes sense for both candidate & company. 3️⃣ Understanding Competing Offers - By knowing if they’re considering other options, we can tailor the offer to meet/exceed expectations. This insight allows us to adjust timing, benefits,or opportunities that make your position stand out
Here is what I think on how we can improve the offer acceptance rate: 1. Scouting the right talent, who fits the skill and budget 2. Understand & expectations setting 3. Exciting them with our opportunity 4. Perks, Benefits, and whatnot apart from salary figures 5. CANDIDATE EXPERIENCE
This is one of the crucial thing in recruitment to increase joining ratio and reducing the decline rate. we can increase joining by keeping following points in our mind. 1. Developing candidate experience (Be professional, timely feedback, smooth process ) 2. Clear communication through out the interview process. 3. Informed him about company culture, values , career growth opportunity. 4. Offering competitive compensation and Work life balance. 5. Post offer engagement by follow up with candidate (Sharing company culture videos, explaining company benefits and policies.)
To increase offer acceptance, I focus on: Clear communication Tailored offers Regular engagement Showcasing company culture Addressing concerns early Streamlining the process Following up after the offer This keeps candidates engaged and more likely to accept.
My advice: don’t wait until the end of the recruiting process to dig deeper into all these aspects that I call the candidate's "motivation puzzle". Understanding their salary in detail but also their intrinsic motivations and drivers will help you prepare which points to emphasize during your offer call. It will also help you to confidently position the opportunity as a whole — i.e. not just the salary component!
A good offer is not just about the numbers, it's also about the value proposition. You need to communicate how your company stands out from the crowd and why your candidates should choose you over your competitors. What is your mission, vision, and values? What are your unique selling points and differentiators? How do you support your employees' development and well-being? How do you foster a positive and inclusive work environment? By highlighting these aspects, you can create a compelling story that showcases your employer brand and culture, and appeals to your candidates' emotions and aspirations.
I like to do this part throughout the recruitment life cycle and not just at offer stage. This ensures that the candidates are aware of the various unique benefits of working with the employer/ team/ role etc. There needs to be an underlying statement for EVP that's compelling enough to argue counter offers. This statement can differ from candidate to candidate/ industry/ role/ skillset etc. and most often it should be customized to the intrinsic motivations of the candidate to ensure a win win.
Communicating your value proposition to candidates is a strategic practice that not only helps you attract the right talent but also contributes to a positive and productive work environment, aligns expectations, and establishes a strong employer brand.
Cash is king. If the money isn't right, your company culture or value proposition isn't going to fill the gap. You'll lose every time to a competitor with budget. The only people impressed by days off or volunteer hours or education credits are the HR folks that implemented those things.
It's undeniable that candidates nowadays look for more than just a salary. An Employee Value Proposition must be presented from the job post up to the offer stage to showcase all that's in it for the future employees. If the EVP is also aligned with the company culture and brand, congruence becomes the trademark of the talent attraction department and companies become an aspirational place to be, not only an employer.
Understanding why a job seeker is leaving their current role and what’s important to them in their next position, are vital to helping you secure the best talent. If you can discover this information early in the process, you can ensure that the people meeting the prospective hire are highlighting the aspects of your organisation that will be most appealing.
This is a key part of my recruitment process and begins with the intake meeting. One of the questions I ask hiring managers is to give me some insight into why they joined the company or what sets their particular group apart. What are the growth prospects for this role? I then weave these into candidate conversations at the beginning of the sourcing process. Ideally, they are super excited about the prospect of working for the company and when we get to the offer stage, it is just a matter of finalizing the details.
Distill your R&D Employee Value Proposition: think about the tooling/tech stack, the culture around innovation, the value R&D can bring to a company's product, its investment roadmap.
There are three elements of a company’s value proposition you should pay attention to: > Financial and intangible benefits. > The experience an employee gains while working for a company. > Emotional attachment (why an IT specialist wants to work here). After developing your EVP, determine how to communicate the value proposition creatively: decide how to talk about EVP during the interview, and where to publish the employer’s offer to convey information to the market and reach the target audience. Remember: your value proposition is the basis. However, all people are different. To meet the expectations of the candidates you want to invite to your team, clarify their motivators and reasons for changing jobs.
Surely makes sense. But do not forget that this "communication" sometimes involves inviting candidates trips to fancy trips & places. During those trips, candidates will see far more of a companies values, spirit & USPs. It depends on the market/industry, but you should be aware of what competitors do in order to get best talent in order to not fall short.
Explain why your company is special. Show how working with you benefits them. Be clear about job responsibilities. Discuss salary and benefits openly. Personalize your communication. Make candidates feel valued and appreciated
Another way to increase your offer acceptance rate and reduce your offer decline rate is to create a sense of urgency in your candidates. You don't want to pressure them or make them feel rushed, but you do want to show them that you're serious about hiring them and that they have a limited time to make a decision. You can do this by setting a clear and reasonable deadline for the offer, following up regularly, and addressing any questions or concerns they might have. You can also use positive reinforcement, such as sending them testimonials, reviews, or accolades from your current employees, customers, or partners, to remind them of the benefits and opportunities of working with you.
Great article. "Stop playing it cool" is often my advice to businesses. For some reason we think that by moving quickly and by telling someone how much we like we them is in some way making us look desperate so we opt for playing it cool and may wait for the other person to make the first move. This is bonkers. If you like someone tell them. If a candidate interviewed well tell them. Don't wait for the offer letter to pass on positive feedback, tell them in the interview - "we think you're awesome, what do you need from us in order to consider an offer?"
Start by providing prompt responses to candidates, whether it's for interview feedback, salary negotiations, or any recruitment-related updates. When candidates feel valued and prioritized, they understand their unique strengths that set them apart from others. This personalized attention boosts their confidence and reinforces their interest in the role.
Reasonable expectation and time frame setting is critical not only at the offer discussion, but throughout the process. Whenever I can, I outline as much about our process as possible in the first call: -How many interview rounds will there be? -What is the purpose of each round? -When can they expect feedback or next steps? -Is our role budgeted and approved? In doing that, my hope is candidates feel comfortable enough to share any timing considerations I should know about so we can work in mutual partnership to determine if this opportunity is a good fit for both them and the company.
Creating a sense of urgency is very important when you're dealing with candidates in this volatile employment market. If you treat them with respect and a higher sense of urgency from the beginning of the relationship with the candidate, you will earn higher offer acceptance rates and decrease the possibility of the offer being rejected. It's that simple. Getting to know their motivators is also key because if you have a bonus to offer someone to entice them into accepting your offer and money isn't one of their driving factors, then you better find something else that appeals to them to ensure they'll accept (job title, work from home, career path trajectory, etc.).
I believe offering (and requesting) as much transparency as you can throughout the process can help eliminate many barriers. I like to set clear expectations upfront about our hiring process and timeline while also asking for the candidate to keep me posted along the way with where they are in their process. When we get to the offer stage, there usually are other candidates also at or near the final round. I usually say something along the lines of "You are by far our top choice for this role but I understand you are interviewing elsewhere and if you feel this position is not the right fit for you please let us know asap so we can proceed with one of our other finalists."
Setting up clear and effective deadlines can be a very positive experience for both the candidate and the hiring team. I like to be upfront and transparent about upcoming deadlines using (we'd appreciate a response within..) type statements to ensure this does not come as a shock and rather is a part of the process. Sometimes you may need to relax the timelines depending on the candidate's needs but most likely they will follow if its pre-stated and explained why. For the Why - I like to share how I am responsible for updating our systems/ reports for senior leadership, how urgent the role is for the team to fulfil or even the fact that the role is high in demand but since you prefer this candidate you'd like to close quickly.
While creating a sense of urgency can be effective, it's important to balance speed with thoroughness to make well-informed hiring decisions. Clear communication and transparency about the urgency are also crucial to maintaining a positive employer brand and candidate experience.
I think, that a deadline for accepting a job offer is important. The optimal time is a week (since 1–2 days will not be enough to make a decision). It would be a mistake not to indicate the deadline, as the candidate may delay the answer, have time to go through other interviews, and even get other offers that may be more attractive than yours 🙃
Sense of urgency is very important to not lose the candidate. Set a deadline within a few days and follow up to see progress when an offer goes out. What is making the candidate second guess accepting the offer? I always make sure to send them the benefits, some clients positive words and stand out reviews from other employees if it takes longer than expected to receive a "yes".
Creating a sense of urgency is not the way to go. You should be honest with your candidates, and if your process is taking weeks to get them to an offer stage, it is not fair to try and rush their decisions. I am not saying give them all the time in the world to make a decision but be transparent. Tell them how you have active candidates in the pipeline and need to update them. They are dependent on the candidate signing or not. If you built a bond with the candidate and the team did their job selling the company from day one, you won't need to give them a sense of urgency. In my experience, there is no difference in close rates for exploding offers vs non-exploding. Connect them to leaders, get them excited and want to join.
Sometimes, your candidates might not accept your offer right away, but they might be open to negotiating some aspects of it. In this case, you need to negotiate effectively and respectfully, and try to find a win-win solution that satisfies both parties. You need to know your budget, your market value, and your limits, as well as your candidates' priorities, alternatives, and expectations. You need to listen to their feedback, understand their perspective, and acknowledge their value. You need to be flexible, creative, and transparent, and offer them options and trade-offs that align with their goals and your constraints. And you need to be confident, courteous, and professional, and avoid making low-ball offers, unrealistic promises, or ultimatums.
I find that being transparent and explicitly asking candidates about any elements missing in the offer could sway their decision. This final step ensures a clear understanding of candidate expectations and helps tailor the offer to meet their needs. If the missing thing is something that the company can offer to a candidate, you are probably a step closer to the offer acceptance.
It is always worth analyzing the refusal: > If the specialist refuses for personal reasons, accept it. It is important to understand that changing a job is a serious decision for everybody. So in some cases it's no matter how hard you try, you will not be able to force the candidate to switch to your position. > If there are objective problems in your job offer or processes, improve them! Sometimes the problem may even lie in that the specialist did not get enough information about the company or the team. Then the task of the recruiter is to prepare the candidates and provide such information on the additional call or to instruct the specialists conducting the interviews. So be flexible to increase your OAR!
An often underestimated but crucial element in effective negotiations is empathy. Put yourself in the candidate's shoes and try to understand their unique circumstances and motivations. This can greatly enhance your ability to find common ground and reach a mutually beneficial agreement. Empathetic negotiation involves actively listening to the candidate's concerns and acknowledging their perspective. This not only fosters a more positive and respectful atmosphere but also allows you to tailor your offers and concessions more precisely to what matters most to the candidate.
Napoleon Bonaparte said, “Men are moved by 2 levers, fear and self interest” When you can present the opportunity in a perspective that is purely beneficial to the candidate, your acceptance rates will skyrocket. We should be doing our best to highlight every data point that will add more value to their lives and according to their goals. Transparency is key here, if at the end of the day it makes more sense to decline the offer, then we should acknowledge that and thank them for the opportunity. BUT you would be doing candidate a disservice if they walked away from the declined offer not knowing about certain factors that might have been overlooked at the time. Ex: room for growth, 401k contributions, stock options, bonus, etc
I like to start out with a strong initial offer but still leave a little wiggle room to negotiate if the candidate pushes back. If they don't accept right away, I politely remind them that this offer is within the range they were initially asking for and is competitive for this market but that I'm happy to see what I can do for them. At that point, any small increase or even just a signing bonus can be enough to complete the deal.
Negotiation is sometimes much needed to bring an offer process to closure but can also be a useful way to increase acceptance rate by showcasing your willingness to accommodate. One great tactic is to start slightly lower than your allowed limit or get something higher pre-approved before you start negotiating. This way you will have room to grow and you can confidently offer a higher salary/benefits to get your candidate to accept quickly. You'll not only increase your chances of success but also develop a trusting relationship with your candidate.
Negotiation starts in the first phone call, and continues through every interaction you have with a candidate. Ensure you are following up on any questions a candidate has for you throughout the process. Make sure you are having strong interview debriefs and confirm information discussed along the way. Do a good job with that, and there will be minimal surprises that come out at the negotiation table when trying to close a candidate.
Effective negotiation is about finding common ground and building a positive foundation for the working relationship. Understand the candidates motivation, highlight the compensation, and sell the company culture. Both parties should feel satisfied with the outcome, leading to a successful and mutually beneficial collaboration.
Venda a oferta de emprego de forma HONESTA, mas ATRATIVA!!! O cdd pode ter seus motivos para no final não aceitar, mas é importante que o Recruiter tenha certeza que fez o melhor trabalho possível ali... Crie uma experiência diferente do início ao fim...desde a abordagem até a oferta.. Exemplos: - Abordagem diferentona, exemplo, vou abordar um desenvolver ? Use o ChatGPT pra criar um código de programação na linguagem que esse cdd programa. - Atualize o cdd o tempo todo para não gerar ansiedade. - Entre outros que não terá espaço aqui, mas espero poder trazer em outros fóruns. Uma boa experiência muda tudo, se esse profissional ainda sim não aceitar essa proposta é pq não é o momento e ponto! Você fez seu trabalho brilhantemente.
Finally, once your candidates accept your offer, you need to celebrate and follow up with them. You need to show them your appreciation and excitement, and make them feel welcome and valued. You need to send them a formal offer letter and contract, and guide them through the paperwork and onboarding process. You need to keep in touch with them until their start date, and update them on any relevant news or events. You need to introduce them to their future colleagues and managers, and invite them to join any social or professional networks or groups. And you need to prepare them for their first day, and ensure a smooth and positive transition.
A positive onboarding experience contributes to employee satisfaction and retention. Regular communication is a key element in ensuring the success of new hires within the organization. Send them a welcome package, introduce them to the team in advance, give them a first day mentor, all to keep them engaged. Set reminders in your calendar for constant follow up until they are ready to onboard. Once they start, check-in regularly until there is a comfort level within the team.
- Express Gratitude: Thank candidates for considering the offer. - Highlight Benefits: Reiterate the advantages of joining the company. - Stay in Touch: Regularly communicate with candidates post-offer. - Address Concerns: Address any remaining doubts or questions. - Offer Support: Provide assistance with logistics or relocation if needed. - Confirm Acceptance: Ensure clarity on acceptance procedures and timelines.
To maintain candidates' excitement about joining your organization, it's crucial to stay engaged after extending an offer. Begin by sending a personalized congratulatory message expressing your excitement about their decision to join the team. Provide them with additional details about the company, team, or upcoming projects to reinforce their decision to accept the offer. Keep communication flowing leading up to their start date, discussing any other job offers they're considering, whether they're relocating, and if arrangements for their stay have been made. Regularly addressing any questions or concerns they may have demonstrates your commitment to their smooth transition and helps build trust and confidence in joining your organization.
Always Congratulate them on the hard work and resulting success. This not only helps you bring the human aspect back into the process but also acknowledges the efforts and time of the candidate. Take this opportunity to introduce them to some people in your organization or team who will help them in onboarding. Share additional info on benefits or perks that may be exciting to them to keep the connection ongoing. Even use this opportunity to connect them with specific ERGs communities and social groups to help bring a sense of belonging early on and showcase company culture from the lens of diversity.
Demonstre entusiasmo pela aceitação da oferta com uma mensagem de comemoração, destacando a importância do novo membro para a equipe. Mantenha contato regular com o candidato após a aceitação da oferta até o início efetivo do trabalho, fornecendo informações adicionais e suporte para garantir uma transição suave e positiva.
Find new ways to celebrate the win! I like to make the experience unique by sending an ecard and communicating throughout the onboarding process. If there are any questions I make sure the candidate knows who they need to communicate with to get answers. Sometimes I even send a small gift such as a amazon card or an activity that the candidate likes to make the follow up process more personable and fun!
Once your candidate accepts the offer, celebrate and follow up with them. This makes them feel valued and welcomed. Regular follow-ups keep them engaged, address any questions, and ensure a smooth transition into their new role, setting the stage for successful onboarding.
Celebrate and follow up by expressing gratitude to candidates who accept your offer and warmly welcoming them to the team. After the acceptance, maintain engagement through regular communication to ensure they feel valued and informed leading up to their start date. This builds a positive foundation and reinforces their decision to join the organization.
To increase offer acceptance and reduce offer rejection, ensure a thorough alignment of candidate expectations and job realities by fostering clear, transparent communication throughout the recruitment process.
There are three tactics I would recommend every recruiter try: 1) Tailored Benefits: Customize benefits to individual preferences, showcasing flexibility and personalization. 2) Practice Open Communication: Foster transparency about culture, expectations, and challenges to align candidate expectations. 3) Focus on Career Development: Emphasize commitment to upskilling and career growth, attracting talent with a focus on continuous learning.
I share with my candidates from the very first conversation that my role is to be the facilitator, meaning: The company needs to have all the information they need to make a good decision on the candidate's fit AND the candidate needs to have all the information they need to make a good decision on the company's fit. My best outcome is not just an offer accepted, it is mutually agreed upon good fit for all parties. That's when companies further their culture and candidates turned new employees feel most valued. My job is to ensure everyone has what they need to make a good decision at the end of the process.
Establish individuals throughout the business that can have touchpoints with candidates to give an unbiased, good/bad/ugly type of conversation with a candidate before presenting an offer. If your culture is as great as you say it is, should not miss out on talent with this approach or specifically as a result of this exercise. An offer is more organic when it's not been "sold" by leadership.
Most of these these things are irrelevant if your hiring process sucks. How you going to create a sense of urgency if the hiring process took multiple months to assess candidacy fit, its not right and more often backfires if your process took multiple months to determine if they are a fit. Give3 them a week or two to accept offer or not .... maybe they have to sell their spouse on the idea and maybe they had a bad day. I think most people in that situation would need time to discuss and might want to wait a day or two. Its a 2 way street and it has to be a fit on both sides
Consider enhancing the candidate experience throughout the hiring process to influence acceptance positively. Gather feedback from those who decline offers to refine your approach, and be open to flexible compensation options that meet their needs. Ensure a smooth onboarding plan to reinforce their decision and maintain engagement leading up to their start date.
You may have the best opportunity out there. Best pay, best benefits, fully-remote or many other factors. Just because you feel it's the best opportunity does not mean the candidate feels the same way. Things like culture, work-life balance, benefits, projects and others are subjective. Don't be afraid to communicate with a candidate why you feel the opportunity is NOT the right one for them. They will thank you for it.
To increase the offer acceptance we need to work on few below pointers: Build rapport with the candidate From the first call. Employer Branding Better compensation Role Understanding Listen the candidates queries and concerns.
With good enough intentions, a candidate may defer revealing their comp expectations until later in the process or even consent to move forward within a proposed comp range that falls below their desired target with a “we’ll cross that bridge later” mindset. However, an unexpected offer negotiation can easily derail an offer. I’ve avoided this by explaining, early on, that the set salary ranges are not arbitrary decisions, but rather a mix of job market data and budgetary considerations. If warranted, a case can be made upfront for above-range candidates, but leaving full disclosure until the offer stage can result in a hiring team feeling blindsided after an already exhaustive process.
Reavalie a Experiência do Candidato: Avalie continuamente a experiência do candidato e faça melhorias no processo de recrutamento com base nas avaliações.