Every job search eventually comes to an end; but not always as the hiring manager had hoped or planned. Like a fish that wriggles off the hook as it is reeled in close to the boat, many of the best candidates get away when the focus of the hiring process shifts from the interview to making the offer. The reason: the job is sold to them poorly, or not at all.

Create a vision for the opportunity. Fundamentally, superior candidates accept offers because the new position enhances their career by giving them opportunities to learn, develop, and grow. This creates a gap between their current position and the offer. This gap is where the value of the offer lies. The required performances of the position as described in the Performance Profile provide the basis for presenting the value proposition. At the same time, it is critical to never promise something the company can’t deliver. If a candidate places a high value on working with a great group of colleagues, but will be handed mediocre ones, say so. Nothing destroys a successful hiring faster than unfulfilled expectations.

Address the candidate’s frustrations. Recall the frustration points or fears the candidate expressed in the interview and address them positively. The culture in the candidate’s current company may not be conducive to personal growth, or the company may not be growing. Your offer should address those issues by emphasizing your company’s mentoring program or other personal growth initiatives and your company’s track record of growth.

Individuals have varying attitudes toward risk. Passive candidates, those who were not looking for a new position, may want their risk reduced. They may be concerned about a possible spin-off or sale of the business. If family-owned, they may be concerned about the role of family members in day-to-day operations. These issues need to be addressed in a straight-forward manner. Clarity always facilitates a smooth transition.

Generate excitement about the position and the company. Let the candidate know why your company is a great place to work. Whether it is the mentoring culture, the work/life balance, the continuous training programs, the great teams, the company’s growth potential - whatever it is, advertise it. Also, every business has a challenge, whether it’s to gain market share, lower costs, or introduce new products. Lay out these challenges up front to get the candidate excited about being a part of the solution. This gives the work greater meaning and dignity.

Now bring compensation into the discussion. If you have done competitive compensation surveys and you have a competitive position your comp offer should not be an issue. I will state this directly and clearly: if a competitive compensation offer becomes the issue, you do not have a superior candidate. If you use compensation as a lever to improve performance or solve organizational issues, you will guarantee two results: nothing will happen and you will have spent a lot of money.

Maintain a disciplined approach. You have a position with defined needs that you have detailed in a Performance Profile. You are searching for a superior candidate. By definition, that is one who has had prior performances matching your needs. Keep your priorities straight. Don’t be misled by a talented candidate who has many skills, but not necessarily those that have been detailed in the Performance Profile. Given the pressure of time, and possibly even organizational politics, it is easy to lose sight of your goal. Never veer from the agreed upon performances and competencies. Otherwise the process is almost instantly corrupted.

Zenzola Group can help you effectively negotiate with top candidates. Learn more.