You’ve finally found the right candidate, so your job is done? Think on! Quite simply, finding the right person does not mean that they’ll accept your offer.
If the candidate is a good one, they’ll more than likely have more than just your offer to consider, so the very first thing to do is truly understand how to stack the odds in your favour.
To tip the balance in favour of your company, you need to be ready to sell your offer. But when doing this, make sure that you understand and appeal to the candidate’s priorities and his or her personal circumstances.
It’s not always about money
Emphasise how their career will grow at your organisation
Show how their contribution and role will be valued by the company
Demonstrate that you have a clear and flexible plan for their personal development
Never forget that you’re dealing with a person and not a product – don’t just put the offer letter in the post and sit there waiting for it come back.
Build rapport over the phone
Meet up in person to discuss any last minute concerns
Involve stakeholders in the closure of the offer. A wise head explaining the career path is 100 per cent better than a diagram!
If everything does go to plan, you’ll have your starter and then you can think about the last stage of the process, the onboarding process, which we look at below. However…not everyone will say yes.
If your offer gets rejected
In the event your offer gets rejected, it’s your responsibility to get under the skin as to why.
For example, the job may have be perfect for them, but you may simply have done something in the interview process that put the candidate off – you need to understand and remedy the reason why your perfect candidate has said no, or the odds are the next one will too!
If your offer is accepted
Your candidate has signed, the contract is sealed and he’s starting soon. The final step of the recruitment process is the first big step in retaining them.
It’s vital you have a straightforward induction process. In its simplest sense, this is the process of seamlessly integrating your new employee into their new work environment.
Your focus here should be four-fold, ensuring a strong employer welcome, affirmation that they’ve made the right choice, emphasising the way they fit into the company, and the build of a long-term relationship.
Ensure the real basics are covered early: a first day/week session covering all the company basics; employee handbook; payroll paperwork; company structure; mission; goals and any other structural information.
Remember that you’ve made a big investment in terms of both money and time to secure the candidate – don’t be the fisherman who talks about the “one that got away”.
Whatever your company does or whatever the role is, a successful induction process must deliver the following:
A clear, structured route to provide new employees more information about the organisation
Open opportunities to question and understand the company’s culture, its mission and operational goals
The opportunity for a new employee to bond – be this a night down the pub or a formal mentoring program
If you tick all the boxes you’ll have a happy, comfortable and productive employee who makes an impact. Furthermore, you’ll also have a “brand advocate”, someone to preach the virtues of joining your organisation which, after all, will make the job of recruiting all the easier.
This is the fifth in a series of “common sense” recruitment tips. Chris Smith is the founder of recruitment marketplace yourpeoplemarket.com. Before this, Chris was joint founder of ecrmpeople, which he grew into a £12m company over seven years.
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