Successful startups know how to pitch their company, job, culture, and compensation and benefits programs. As importantly, they know how to uncover a candidate’s unique decision criteria and to build and deliver a tailored pitch during the selling and closing stage of recruiting. The difference between landing or losing a top candidate can be your ability to detect and address a candidate’s acceptance criteria (monetary and non-monetary motivators).
To effectively sell the opportunity, you must know the job and the candidate pool you are targeting. Ensure job requirements are clearly defined and outline the desired traits, experience and skills.
For those candidates you wish to interview, remember that although you are the one recruiting, they are evaluating you as well. Applicants (and particularly, hot prospects) understand the job market and have many employment choices.
Take an interest in the candidate as an individual, make them feel comfortable and welcome, and show appreciation for their time. Develop a rapport and trust early on and seek out negotiation factors upfront.
Typically, the weakest motivation for job change is money. If this happens to be your candidate’s primary discontent with their current job, it can be the easiest problem for their current employer to solve, so watch out for the counter-offer!
During the interview, ask questions to uncover a candidate’s motivators beyond money. This can help you present the right value proposition to the candidate that matches your company’s recruitment needs. These questions could relate to the candidate’s:
Understanding the leverage points in the negotiation will help you during the recruiting process.
In recruiting, the closing process is a simple information exchange exploring the value of your organization compared to another.
Once you’ve identified the candidate’s negotiation factors and the value proposition for your organization, you can use these to influence the candidate to accept your job offer.
An average offer to a candidate might include information on:
Often this is a 15- to 20-minute conversation.
To best position a successful close, spend 30 to 45 minutes on the phone closing the candidate. Review with them all of their motivators for considering a move, and sell your organization’s value proposition. Only then should you discuss compensation, benefits and other human resources (HR) information.
A successful close matters. When recruiting, companies spend significant amounts of time and money sourcing, screening and interviewing talent.
At the end of the process, if an organization fails to effectively sell the opportunity, make the final close and hire the right candidate, there is no return on that investment.