Recruitment Process – The End Game

Woman writing recruitment process ImprovementSo you have identified the person you want to hire and have made an offer. This is now the point when it can all too often go horribly wrong if mismanaged. And its the part of the recruitment process where most companies and recruitment agencies spend far too little effort. The result of this is all too often that the candidate backs out of the deal. (over 50% of recruitment process that reach the offer stage still don’t result in a successful hire)

The Decision, Brokering the Offer & Resignation:

The (good) recruiter will have made sure they understand the candidates motivation to move on from where they are. They will know what they will be looking for in terms of prospects and salary. They will have been talking to the candidate all through the recruitment process to ensure that they are still keen. But now a decision is needed. (Actually the good recruiter will have been testing the decision all the way through the recruitment process. This is called trial closing the candidate to ensure they are still motivated.)

The recruiter will have been very clear with their client about what offer they need to make make. They will have explained what the attraction of the role is for the candidate. The will know what the long term prospects are, if there is equity, promotion etc.

It’s absolutely essential to know exactly what the candidates current status is in terms of his earnings. What are his prospects and whether there is equity etc.. Far too often offers have been made, thinking they will attract the candidate. Then, when it’s too late, it’s realised that the candidate has a lock in bonus or similar. (Golden Handcuffs).

With all the information to hand your recruiter will then be able to broker the offer to the candidate. And if he has done the job properly he should be able to negotiate a successful conclusion.

They will have spoken at great length to the candidate about their own current employer. Whether they will they want to keep them to ‘counter offer’. They will have discovered how much it will hurt the business if they leave etc.. The counter offer is always the biggest stumbling block, but it shouldn’t be if it’s been handled right throughout the hiring process.

All of this and more is vital to bring the process to a successful conclusion.

The point of decision is a major change in someone’s life and understanding the psychology of change is vital. Too often perfectly good candidates are lost because they get cold feet. All it needed was a gentle hand to see them over the line.

Dealing with the counter offer:

British cash staked on a computer keyboardOnce the offer has been made and brought to a successful conclusion, there is then the counter offer to overcome. This will need proper management to minimise the risk of losing the candidate. Often the current employer will make what the candidate may well see as a very flattering gesture. (Rather than seeing it as a desperate means of stopping them losing someone that will badly impact their business in the short term). So often the promises made at this point are not realised. All too often the candidates that fall to the counter offer leave the business in 6 to 9 months. And this is usually for a less promising and less attractive job.

The counter offer has been dealt with and the candidate has resigned. Now the next step to get past is the quiet period when all the excitement is over and notice is being served; 1 month or more. The candidate will start talking to colleagues, they may start hearing stories, they start having doubts they get cold feet. This is psychology of change at work again. All this needs to be carefully managed. A good head-hunter will be regularly staying in touch with the candidate to make sure it is all going well for them, that they remain warm and that they are still excited by the new opportunity.

Regular contact with a little reassurance, reminding the candidate why they were interested in the first place works wonders. By now a trusting relationship should have built with the candidate, the recruiter will virtually be seen as a friend. (but being careful not to over do it, its easy to be seen as someone worrying too much.)

On Boarding, where the recruitment process overlooked:

Two People shaking handsThen comes the start date, when the candidate has started his new job, you relax thinking ‘it’s all over’. Not so fast, this first period in a new role is a very tricky time. Once again we need to be aware of the psychology of change. The job is not quite as exciting as they imagined. Perhaps the candidate joined at a time when his new boss had no time to spare. Perhaps the on boarding process missed some key areas. There are so many potential issues at this time that needs follow up. Things are missed and the candidate becomes quickly disillusioned and leaves. Alarmingly, 1/3rd of new hires quit their job in the first 3 months of joining.

Once again, it just needed proper management, a couple of calls in the first month and a regular call for the first 6 months or so to make sure everything is going well ensure that any issues are identified and brought up to the client in time to do something about it.

This works in the other way too, if the candidate is not performing quite as expected then the consultant can find out if there is an issue etc.

So now we really have ensured that the recruitment process has reached a successful conclusion. The right person has been found, they have joined and are being productive. The recruiter has been paid and is spending their commission and the client is making more money.

So here ends the perfect solution to how to best manage your critical recruitment process. 

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Managing Critical recruitment – The Process 1

Managing Critical Recruitment – The Process 2