So, say you’re a recruiter or HR manager for your organization. You just closed a job search for a Systems Engineer role in Minot, North Dakota. The candidate met every qualification the hiring manager wanted, plus the team really liked the candidate. They believe he will be a great addition to the team. He accepted the verbal offer and will begin work in three weeks. It’s been a 75-day recruiting search, and the team is ready to move on to other talent searches.
Fast forward, and now you’re five days away from the arrival date of the candidate and the organization is prepared. The team has his office set up with a new computer and an email address has been assigned. The only remaining concern in your mind is that he has not sent back the written offer letter you mailed him and there has been no communication. Are you worried?
Later, when you return from lunch, you check your voice mails, and there is one message from the Systems Engineer candidate. In the voice mail, he begins by saying that he really appreciates the opportunities offered by your company, and the time everyone spent with him, but his tone seems somber. Then, he drops a bombshell. He is declining your offer and says he is staying with his current firm. He explains that they not only matched your offer, but also gave him a 5 percent higher salary and other incentives. Your worry now turns to abject frustration. It is needless to return his call. The day’s gone from great to terrible!
This may seem somewhat far-fetched, but it happens every day in the tough business of talent acquisition. Hiring proven talent away from other firms is often risky when you don’t necessarily know all of the motives of the prospective candidate. To be fair, a job candidate has the absolute right to accept or reject a job offer. A company should be prepared to be jilted at the altar. If you are a recruiter or Human Resource Manager or Hiring Manager, you have probably experienced a similar situation. So, how do you avoid this in the future? Here are some tips to consider:
- Have a total plan in place regardless of the acceptance of the verbal offer:
After a tough job search, exuberance is a fair response when the prospective candidate accepts a job offer. But, be mindful that there are many variables at play in the mind of the job searcher. Never assume the search is over. Take a cautious approach before sending out those, “Thanks, but no thanks,” letters to candidates who weren’t given the offer. At a minimum, the recruiter should continue communicating with the department to establish a fair evaluation of the remaining candidates should the candidate decline the offer. Why? These candidates may be next up in the hiring process.
- Always stay in contact with the candidate who accepted the verbal offer:
Avoid the trap of going silent with a candidate after verbal acceptance has been given to you. Have the candidate provide best methods and times to communicate with them during this transition period. Build a working relationship with the person through the waiting period between offer and arrival. Do not wait until the person walks through the door. Quickly send out a written job offer and get this offer in the hands of the candidate ASAP. Use an overnight service and follow-up with an email or phone call to ensure receipt of the documents. Require the written job offer to be accepted and returned to your organization no more than seven days from the verbal offer date. Call the candidate at a minimum of two times each week to find out if they have any questions or concerns. Provide a newcomers website where candidates can learn about the company and find out what they can do to prepare for joining the company in advance of their arrival. Talk with the candidate to determine if they have any questions about the special arrival website or general questions about the new job. Respond promptly to questions and do not be afraid to show the candidate your interest in their arrival. Be active, but not overpowering. Remember, you are investing in this person and want them to be a part of your organization. Build on this relationship. It is a business necessity to build up the relationship before the first day of employment.
- Never assume anything in the world of talent acquisition:
Changing jobs or leaving a company for a new job can be very difficult for many candidates. In recruiting, one should never assume this process is simply a choice of saying yes or no. Safety and security are important to many. Be sensitive to these concerns. Motive is very difficult to establish for every candidate. It is fair game to ask a candidate how they would respond if their current company makes a counteroffer.
“If offered a job by our organization, what will be your response if your present company counters our offer to you?” A possible follow-up comment to the candidate could be, “What makes you worth more today than yesterday to your current company, other than our offer?”
When making an offer of employment to a candidate, ask the tough questions as it relates to their decision to leave their current organization. Your organization is investing time and money in this selection. Never assume anything in the recruitment process.
Talent acquisition requires creative sourcing; sharp interviewing skills; plans for success or possible failure; tough negotiating skills; and the ability to sell and close the deal with the prospective candidates. Once the deal is made, it is important to follow the Sales model of building and developing a customer relationship with the candidate to get them in the door. Excite the candidates about the organization and the job. Show them how important they are to the organization’s growth. Don’t think the talent acquisition process ends simply because the candidate gave a verbal “yes” to your offer. Keep working the deal in a patient and forward thinking manner. How do you handle your job offer process?
To learn more about human resources and talent acquisition, register for the 61st HRM conference, on October 6-7, 2015. The conference will take place at The Club in Birmingham Alabama. More information on our website.
Follow us on Facebook, Twitter, Pinterest, Google + , LinkedIn or visit our website for more info and news about Professional Development, Human Resources and how to improve your professional profile.
Article by Larry Baldwin, SPHR, SHRM-SCP, MBA – Director of the Human Resource Institute at Culverhouse College of Commerce in The University of Alabama. A former HR Management executive and professional with over 30 years extensive experience management experience.