Resources for Training, Scripts, and Rebuttals. Everything you need to run your desk at peak performance.
What is it?
Every Recruiter needs to start with a solid foundation. When you are new to Recruiting you are a sponge soaking up everything you can get your hands on...and that is what you will find in our brand new and updated READ EDITION.
For the “I’ll just read it later” crowd who actually does.
No video, no noise, no excuses. Just the full breakdown of every topic, technique, and tip, ready for you to digest and revisit when you need a refresher.
Read it. Highlight it. Pretend it’s serious work.
Closing complex Placements means sounding different.
It's not enough to just get candidates out. You have to CLOSE!
Most of the time when deals go bad at the end, the recruiter can look back and find something they did not say/ ask that cost that person the deal. In this session, Dem will walk you through the most critical part of the process and expose you to the most effective way of debriefing and prepping clients and candidates in order to avoid those "surprises”.
...Closing Decoded: Every concept, every step, crystal clear in text.
Candidate Management: 7 Essential Closing Questions
You hang up the phone, do a little jig at your desk and "high five" the Recruiter sitting next to you because you just closed your Candidate on a job! But, "The Candidate is Closed" is not a static statement. In fact, it's a very fluid statement because every moment you are not speaking with your Candidate about your opportunity, your Candidate may be speaking with someone else about another one. They may get a call from another recruiter, or see a posting and apply, or hear about an opening from a friend. The point is that you are not the only game in town. So How Do You Overcome The Odds? Closing is a process. You've got to close your candidate early and check often. The simple statement, "What else do you have going?" doesn't cut it. You have to be very specific about finding out about everything a candidate has on their plate. A candidate will often tell you about things they're involved with on the same "level" as your opportunity (i.e. if your opportunity is in the 2nd round of interviews, she'll only tell you about other 2nd interviews, but won't tell you that she put her CV on PNet, or that she was called by another Recruiter). It's not that they're lying to you. Most decent people will not actively tell a lie but they don't see it as the same transgression to not inform you fully. The problem is that you don't have the guts to ask them the hard questions! That's why it's not good enough to just say to them, "What else have you got going?" What you must do is take away all the options. How do you take away all the options? You qualify. And then you RE-qualify by walking them through all the possibilities: 7 Essential Closing Questions... 1. "What other offers do you have?" 2. "What other interviews are you going on?" 3. "What other companies have you sent your CV to?" 4. "Where have you posted your CV?" 5. "What have you heard from your network/ contacts?" 6. "Is there anything posted internally?" 7. "Have you been approached by any new Recruiters?" Go over these questions with candidates more often than you think you should because their situations can change in a heartbeat. Great recruiters repeat these questions so often that they walk the line between being extremely tenacious and totally annoying people. You want to almost annoy candidates with these questions because you are much more likely to close the Placement when you know all the answers.
CHanges in candidate behaviour and what to do...
The Problem... You have a candidate in the process, a first interview, even a second interview has taken place. The pattern of your interaction has been good, predictable. Then, something is different. You have a problem. Some Examples... If it now takes your candidates more than 24 hours to return your calls. If your candidate calls you when he/she has every reason to know you won’t be there to take the call; lunch time, after your normal hours, weekends. When you start hearing “seeds” being planted, i.e. a change in something important, or some new issued being raised that you should “know” will inevitably change the basis on which the candidate told you he/she would consider making a move. When the candidate stops talking about the negatives that were the “pushes” to make a job change and/or stops talking about the positives or “pulls” that were drawing him/her to make a change. When you simply cannot get a candidate to pin down dates and times for the next step. When they start becoming protective about what else they “might” have going. What To Do? Call them on any of these changes of behaviour before it manifests itself in BAD candidate behaviour. For example; not showing up for interviews you have scheduled with your clients. Ask them point blank... “Have I done something to reduce your trust in me or has something changed, or is there something you want to do more? If it is the first, let’s talk about it so we can get beyond it and get back on track with your job move. If it is the latter, don’t worry, you can tell me. I’m going to fill the job anyway. So what is the issue?” How To Avoid... Let’s be blunt. It is easy to convince someone to take a “look” at a job. It is hard to convince them to make a move. And it is impossible to convince someone to do something for your reasons, not theirs. You want to minimise the behaviours listed above? Then ask this question as part of your qualifying of Candidates... “What will it take for you to go into your boss’ office and tell him/her that you are resigning and taking a new job?” And... Never suggest, imply, or infer that a candidate should go on a job interview to decide if they want to consider making a move. A job interview is not for window shopping. It is the first step in you working with someone ready to make the right move.
Top 10 Candidate Warning Signs
Let’s face it, how many times have you lost a Placement and the first words out of your mouth were “I knew it!” Recruiters have “intuition” about these things. But let’s take some of the “mystery” out of the equation by using a list of possible warning signs or red flags that your deal may be in trouble. 1. You tell them to check the website and they “haven’t gotten around to it”. 2. Changes in the compensation they want. 3. They are non-committal about their schedule. 4. They stop returning your calls. 5. They change their mode of communication with you. 6. They leave you a message (bad news) when you are out of the office. 7. They won’t disclose their other opportunities. 8. They need an extended start date. 9. They need a week to “think about it”. 10. They are “99% sure” they are taking it! Depending on your candidate’s personality, here are three responses to any of these warning signs... 1. The "Graceful Way Out" Close... “Let me just ask you something. I want to make sure we are both on the same page. You are showing me the classic signs of X [whichever warning sign you are seeing], which tells me you are looking for a graceful way out. Are you? You don’t need to worry about it. I got you into this situation and I can get you out. Just tell me. I’m going to fill the job with you or without you so it’s ok if you want out”. 2. The "Metrics/Ratios" Close... This works for very analytical candidates who tend to talk in numbers a lot... “Look, I need to be fair to my client. You have just illustrated a classic warning sign that a person is going to back out of the process. And we can sit here and talk about it all day and you can tell me you’re really not, but at the end of the day you have given me a warning sign. I have to respect the metrics and the ratios of our business. A certain percentage of the time when a person says to me what you have just said, I have to go to my client and tell them they have backed out of the interview process. That being said, I have to go to my client, tell them about the metrics and ratios, share with them the warning sign and send them other candidates between now and then.” 3. The "Take It Away/Now That It's Over" Close... “I’ve heard the warning sign, that is not acceptable to me. You sound different to me. I can tell this is not going to work. So I’m going to call the company and tell them it’s over. Thanks for your time. Bye.” [Then HANG UP!] Second call... “Now that it’s over, what was the real reason you didn’t want this job?” If you see any of these warning signs it’s better to call them on it than wait for the inevitable turndown.
COunteroffer Lessons
DEMsays...Counteroffer is the unpleasant occasion of having a candidate accept your job and then later call you to back out because they have decided to stay where they are. Usually the resignation process sets the current company on a course committed to enticing your candidate to stay. On the rare occasion, a candidate will endeavour to get an offer with the strategy of taking it to their boss to leverage for more money, a promotion, or whatever else they want. These are very hard to flush out because the candidate will be clever enough not to tell you. Much more common, it is not your candidate’s plan to stay, but they underestimate what their company will do to keep them and the emotional trauma involved with resigning. Here is where you, as the recruiter, can impact the outcome!
Counter Offer Lesson 1: preparing for COunteroffers
There is nothing worse than going through all the steps of making a placement and finding out your candidate has decided to stay where they are. There are several steps to preparing for Counter Offer. 1. Measuring Risk 2. Educating candidates on the likelihood and different types of Counter Offer 3. Preparing them to resign During the first couple of calls we need to measure the risk: What are the Reasons for wanting to move [pain]. The harder to resolve with a Counter Offer, the better. For example: a. Acquisition b. New management c. Less than competitive products The easier to resolve with a Counter Offer, the more you need to be concerned. For example: a. Money b. Convenience (such as home office) c. “Policy” History Of Making Moves... The purpose of this discussion is we are trying to understand their perception of Counter Offer. Have they had positive experiences? Negative experiences? Perceptions of people they know who took Counter Offers? Some Questions Might Include... 1. Did you ever get a Counter Offer? 2. Did you take it? 3. Why or why not? 4. Are you glad you took it? 5. Did you follow your boss or another key employee there? 6. Are they still there? [the boss] 7. Are they looking? [the boss] When they are bragging, it means your candidate has exceptional accomplishments! You can use this as a transitional statement when managing expectations: “Wow, it sounds like you’ve had a lot of success at [ABC]. That makes you what I like to call a 'critical employee'. You are going to receive a massive Counter Offer. What are your thoughts on Counter Offer?" [Make them talk you out of worrying]. The key here is to educate them early and often throughout the process.
Counter offer Lesson 2: 5 Step guide to countering counteroffers
You were hoping against hope that it would work out. Your candidate accepted the job and you put the placement up on Friday. You began your weekend with a bang! On Monday you come in wearing your brand new Gucci 2-piece and those Jimmy Choo stilettos you’ve been drooling over for months. But your heart starts beating a little bit faster when you see the Candidates name in your Unread Messages folder. You open it up and read that dreaded phrase that makes your heart sink... “I’m sorry, I’ve changed my mind. I have to do what’s best for me and my family, I hope you understand”. This is a situation no recruiter wants to face, and yet it’s happened to all of us at one time or another. You can’t save them all, but you can take all your candidates through a qualifying process that will flush out any potential Counter Offer issues from the beginning and will leave you with less heartache in the end. Why We Have Trouble With Counter Offers... Recruiters have an “event” strategy for covering Counter Offer. You cover it once with the candidate and that’s the end of it. Companies, on the other hand, have a “process” strategy for covering Counter Offer. They wish the candidate well after they’ve resigned and then invite your candidate to meet with them once, twice, even three times so they can infuse your candidate with promises of a bright future, ultimately leading to guilt and fear of change. They are prepping him for the Counter Offer, and then it comes. And where are you in all this? Nowhere. In your mind, you’ve already “covered” Counter Offer. Your candidate will be going through emotional hell and they will need your back-up throughout the process. So here’s how you get it done... Understanding Your Candidates Motivation: Curiosity... Some candidates are looking to make a move because you called them! Many of the reasons they give for looking are smoke screens, simply a way to justify their curiosity. They are huge Counter Offer risks. Pain... When people have genuine reasons for looking, genuine pain and pressure, and, if this pain is not something easily remedied by their employer, a Counter Offer will not be enticing. Step 1: Pre-empting The Counter Offer... Done during the first Debrief call [not during the initial recruiting call], after they’ve sent you their CV and you are following up to review it. It must be done before they go to meet your client, before they [and you] have anything invested, when things are still objective [not emotional]. You have to present this matter-of-factly, as part of your candidate qualification process: “What’s been your experience with counter offer?" “Have you ever accepted a counter offer?” “Do you know anyone who has?” “What was the situation?” “What are your thoughts?” The best way to measure someone’s future behaviour is by their past behaviour. Once you find out what their history is, the most basic thing you have to give them is the Pre-emptive Counter Offer Script. The "Pre-Emptive Counter Offer" Script... “Ok, you just told me that you are the top producer there. You just told me that you cover all of the Western Cape region. And you told me that you and your boss are friends. Let me tell you something, we’ve got a disaster coming. The job I’m working on is better than yours, and rationally, you’ll see that. Because of what you said your career plan is, you’ll know that moving forward is the right thing to do and if you get it, you’ll accept an offer. And then it’s going to do a number on your head. Three weeks from now you will call me and here’s what you’ll say, ‘I have to do what’s best for me and my family. I hope you understand'. Let me tell you something: I won’t. I will only go forward if you agree to do something first. Go to your boss right now and say, ‘I am dissatisfied. I have a career plan. I don’t feel like it’s going to be met here. I trust you to tell me truth, can you do something for me now? What can you give me?’ If he tells you there’s nothing that will change, it’s just the way things are and that you’re going to have to sit it out for a couple years, then you’ll know that the Counter Offer that comes in two weeks is not real. You’ll know you forced him to make something happen to keep you from leaving in the short term. But in the long term, it won’t work. Unless you ask now, you’ll believe it’s real when it comes. So you go have that conversation and then I’ll send you on the interview. But if you don’t have that conversation, I can’t send you to meet any of my clients”. The ones who won’t do this are Counter Offers waiting to happen. Step 2: Summary Close. Once they’ve spoken with their boss and were unable to get what they were looking for, you need to Summary Close them... “Let me make sure I understand. Once you’ve accepted a position with my client, if you are given a counter offer, you will turn it down regardless of its amount?” The only correct answer here is “Yes". Incorrect answers... “Well, I’d have to give them the courtesy of listening”. “They don’t give counter offers here”. Step 3: Subtle Counter Offer Seed. There’s a subtle anti- Counter Offer seed to plant later in the process, once the interview has taken place and you are somewhere in later stages of the process [last interview or offer on the table]... “Let’s imagine that you were unemployed and you were interviewing for the job you have now and were interviewing for the job with my client, which is the better job?” Step 4: Get Your Client Involved. You have to present a united front by getting your clients involved during the interview process. During the later interviews, have your client approach counter offer this way... “I have one lingering concern. Your company will go to great lengths to entice you to stay. I know that pressure can come with a fair amount of emotional drama. Once you accept I am going to let the good news out to my entire company, the wheels will be in motion immediately to get you on the team. If I commit to you, and you commit to us, how can I be sure you won’t cave to the emotional pressure of a counter offer?” The key here is to have the candidate give their word. It’s to make the candidate realise that there is a consequence to the person they are committing to. Step 5: Post Resignation Follow Up. Talk to them every few days after they resign. Make sure your client immediately begins to include them in as many things as possible. Have members of the new team call to congratulate them.
Counter offer Lesson 3: Counteroffer Qualification Questionnaire
You must identify potential Counter Offer issues when you do your Candidate interview. You must do this before you send the candidate out on an interview! Too many recruiters wait too long to ask the questions they have to ask about Counter Offer. These questions are asked instead of offering the usual “Taking a Counteroffer is Career Suicide” story that was offered during the past 20 years as a means of scaring candidates. Rather, this is a way of identifying the candidates who are vulnerable to counteroffer, at the beginning of your qualification process. "You’ve described your reasons for making a move. WHY NOW?” This is a good place to be skeptical about what they tell you. Do not settle for one answer. “Why is that?” “What else?” “If you were unemployed right now and had a chance to interview for the job you currently have, would you?” The answer “YES” is a red flag. “How long have you been looking to make a move?” Look for a specific answer here. “What have you done about it?” If someone has been looking and cannot tell what they have done about it, how real is their plan to move? “How many interviews have you had in the last 6 months? HOW MANY SECOND INTERVIEWS [key question]. Offers? Why did you turn them down?” “Who have you told about your plans to make a move?” If no one knows but them [and now YOU], watch out. People who tell other people of their plans to make a move, especially other people at work, are primed to move. Ask them why they have not told anyone of their plans. “How will making a move disrupt your life?” There is personal pain in making a move. Established patterns are disrupted. You need to know what personal issues may make your candidate back out. This question is one way to stimulate them to tell you how a move will affect their life. “How will it disrupt your family?” Don’t ask: “How does your spouse or other significant person feel about you making a move?” That question gets the “They support me” answer. “Have you ever taken a Counter Offer?” "What was the experience like? Did it turn out to be a good decision? Why or why not?" Ask them point blank. If they say“yes”, ask, “What would lead me to believe that you would not take a counteroffer now?” “With a move to a new position likely to result in a 5 to 10% increase and where a Counter Offer could be worth between 33 to 60%, why not take a Counter Offer from your current employer?” Listen carefully to their answer. Be willing to be skeptical of any response they make. “Who will you be giving your resignation to?” “Is this the person who hired you?” “Are your families friendly? How will this effect your decision?” “Have you imagined what they will say?” When it comes time to actually talk this candidate through resignation, make sure you role-play this conversation, emotionally preparing your candidate. Finally, suggest they stay in their current position. “You have some good reasons, but let me suggest this. You should stay with your current company. Go to your boss and tell them that”. Let them now tell you why they can’t do that. These reasons will be the key reasons you can revisit through the process as you strengthen their resolve to move now. The goal of all these questions? To identify candidates vulnerable to Counter Offer. And not to scare these vulnerable people into an insincere agreement not to take a counteroffer. But to identify who you should not be working with.
Counteroffer lesson 4: Have you thought about resigning?
Before The Final Interview: Have you thought about giving notice? Who are you giving notice to"? Where? [Phone or in person]. When? What do you expect will happen? Before you deliver an offer... "Here’s what happens at my Client when you accept: They will call all the other candidates and let them go. They will make a company-wide announcement that you are joining them. They will order your [laptop, office furniture, etc]. They will design your training schedule". Involve The Client... To Your Client... “For all the reasons you want to hire [CANDIDATE], her boss wants to keep her. The Counter Offer pressure will be significant. We need to do everything we can to mitigate our risk. You will be sitting across from [CANDIDATE] face to face on Thursday. If you are going to make her an offer, you need to tell her that and ask for her word if she commits to you by signing your offer letter”.
Counteroffer lesson 5: What's your price?
"OK, you're going to resign. Trust me, it may happen at this meeting or a few days later, you're going to get the big Counter Offer we talked about. Let's just be honest. You've got a number. There's a number that they can give you that will keep you there. Everyone can be bought. I'm curious what that number is? You were making R180 000, I placed you at R200 000. I'm sure if they gave you R300 000 you'd say to me, ‘You were right, I shouldn't take a counter offer, but I am staying. I'll take that job next year, because I'm taking the R300 000 now.’ Let’s be honest with each other, how much would it take for you to stay?" And if they're fair-minded they'll say, "Well, if they are going to give me R300 000, of course I would take it. But they're not going to do that". "Maybe in your experience, but we see it all the time. The truly successful Counter Offers are done in secret, to ensure a company doesn’t have all the other employees follow suit. It’s a business decision for them. They avoid the big disruption of replacing you, the relocation fees, the search fees, and all the HR time. They've already got openings they can't fill, they don't need any more. They'll give huge counter offers. They're not going to like it, but they'll find the money somewhere. We see 100% increases, 200% increases. We see promotions from Assistant Managers to Directors. So I just need to know to protect myself and my client, [be up front about your interests], what's the number where you can be bought?" The key to this close is to give them the freedom to be honest with you that there is some astronomical number in which they would stay, but the number [and therefore, their expectation] is so high that when they do receive the counteroffer, they are disappointed and turn it down. “OK, so at R300 000 you're going to stay, even though you told me 100 times you're not going to take a Counter Offer. I appreciate you being honest. But are we agreed that at anything below R300 000 you walk away from a Counter Offer?"
Counteroffer lesson 6: What if the company pulled out?
To be used right before final interview. "Ok, you are going in for your final interview. Assuming all goes well, you may have an offer by the end of the week. What if you accepted the job on Thursday and next Monday the company [your client] called you and said another candidate came in and interviewed? That person turned out to have the same skill set as you do, but was willing to take the job for R10 000 less. They then decided to retract your offer and hire the other person instead. How would you feel?" Let the candidate vent, then say... "I completely understand, I don't blame you. Here's the good news. That is not going to happen. In fact, that has NEVER happened to me. The only reason I even brought it up was to give you a sense of what it would feel like for them if you accept and then call days later and tell them that you are going back on your acceptance and have decided to take a counter offer [or take another position]".
Closing the candidate on money
3 Principles should be running in the background... 1. There is only one offer. 2. There are always other candidates. 3. Close the candidates low and the clients high. On the Prep call before the FINAL interview... "Ok, we are coming down to the final round. Let me explain how this is going to work and make sure I set your expectations accurately. After they complete the final round of interviews with the final two candidates, they will come back to me for feedback and input. They will ask me if this is the job you want and where your financial expectations are. The good news is that the pressure of negotiating is off. There will only be one offer. People may tell you that you need to negotiate, and if you weren’t working with me, that might be true. However, the advantage of working with me is that I am a skilled negotiator. I will work tirelessly to get you the best possible offer. My client knows that they need to put their best foot forward on the offer. I will call you and give you the offer verbally. This is the point at which you will consider the offer and either accept it or decline. If you accept it, they will then put the offer into writing. It will be anti-climactic because you will have already accepted it, it will not be for consideration, just authorisation. If you decline, they will move on and give it to the 2nd candidate. So, let’s talk about money. You are currently earning X. We are generally seeing an 8-10% increase on basic salary, but the reality is that your current basic is only part of the equation. When push comes to shove, the offer will also have a lot to do with how well you interview. This final interview is the meeting you need to perform on. What are your expectations in terms of what the offer will look like?" If too high... "Where are you getting those numbers? Let me ask you something and I want to see how fair minded you are. In reality, people are worth what they are actually getting paid. If at [ABC] Company, where you are a known commodity, they think your work is worth [X], why would any new company, where you are completely untested, think you are worth [Y]?" If the expectation is reasonable... "Ok, I will do my best to get you as close to that as possible. Keep in mind, I can’t predict the strength and compensation expectations of the competition. Let’s talk worst case scenario. What is our "walk away" number? At what salary do I just say: That’s too low. [NAME] won’t accept that, let’s move on to the other candidate?" The key here is to lower their expectation to a number lower than where you think the offer will come in. Updating The Client... A key step Recruiters tend to forget is that they need to update the client with the strategy! “[NAME], I just hung up with [CANDIDATE]. He is prepared for your interview tomorrow. Let me share the expectations I have set as it pertains to the actual offer. I told [CANDIDATE] that following this final interview you would be calling me to measure his feedback and ensure his interest level. I’ve told him that you would be measuring his background and performance on this set of interviews with any other candidates you have in final stages. If he is your first choice, I would make him a verbal offer and there would only be one offer. At this point I will need every component of the offer, from salary to benefits and leave, etc. This is where he considers the offer, so I anticipate it might be a day or so while he makes his decision. If he accepts, we will immediately put it into writing. If we do this right, the signature is anti-climactic; the weight of his acceptance came from the verbal commitment. The value for you and I is that we don’t have egg on our faces if we put something in writing and something has to be tweaked. I took the liberty of closing [CANDIDATE] on money. He has interviewed with several other companies and expects a competitive basic (and package) of Y [choose the very highest end of your earlier discussions with the Candidate]. Because there is such a shortage of people like [CANDIDATE] in the marketplace, and he is obviously susceptible to a significant Counter Offer, I think you need to offer him at least [Y]. To ensure this decision is an easy one and to encourage him to immediately pull himself out of all other interview processes, I suggest we go to [Z] (5-10% more) to get this done”.
Making an Offer
First Call... “I want to make sure you're up to speed on where we are. I just received a call from my client. While I don't know whether I'll hear in one hour or two days, a decision is imminent. We discussed the interest and salary levels of each candidate in the final stages. They don't want to go through the process of making the final offer without knowing where everyone stands. Can you understand that? Let's review your thoughts on: 1. Start date [do this first] 2. Position title and duties 3. Feelings about future 4. Starting Salary So let's make sure I understand, if the offer is R240K, then you would accept, is that right?" Now go lower: "What if it is R220K?" [Find a bottom line, explore concerns] Second Call... “I have great news. My client feels you are the person that will not only be most successful but will also be a great addition to their team. The offer is R240K [if within acceptable range], and they expect you to start as soon as possible. What should I tell them?" Make them say "I ACCEPT"! Hear the words, "I ACCEPT".
Candidate Post acceptance
Once your candidate has accepted... Insist the candidate call your client to accept and congratulate each other. No business, just, "Looking forward to working with you, thanks for the opportunity, etc." This is a critical test of your candidate's interest and seriousness. Reluctance to make this call is a sure sign of trouble. If extraordinary circumstances exist and they can’t call right away, you make the call. And make it immediately. MOMENTUM IS YOUR FRIEND AT THIS POINT. Call your candidate at least once a week during their notice period, and then once a week for the first thirty days of their employment. This period is when the fear of change is strongest, and a calm voice and sure hand can secure deals. This is critical. Now it’s time to CELEBRATE!!!
Client Post acceptance
This is a process, not an event strategy. Following a successful Placement process, while it varies situationally, here is the basic structure of the client follow- up process. First Call: Confirm Placement... "[NAME] has accepted and he has signed the offer. He will resign today. I have prepped him for resignation and Counter Offer. I will keep you updated if any issues arise, and I might want you to back me up during this emotional time with a phone call to him. I will let you know". No discussion of other business, other than to confirm where you send the invoice and to thank them for their collaborating successfully in this “win”. Second Call: Post Resignation... "I debriefed [CANDIDATE] Post Resignation. We are okay. He handled it well. I will stay on him. Do you need anything else from me? Do you have any feedback for me about how I managed the process, represented your interests, or about me personally that would make me more effective?" Listen, don’t argue if they critique, they will probably be positive. "Great, thank you. So, no time like the present to ask, what other problems do you have where your competitor’s talent might be the solution? Put me to work!" Third Call: End Of First Week... You are not looking for judgment or results, just checking in on the comfort level ... "How does it feel? Is [CANDIDATE] there and enthusiastic? Have any areas of concern arisen?" Fallaways can be saved if found early. Make the same call to the Candidate. Fourth Call: After One Month... If you have not been paid, this becomes part of the call. If you have, it is the Third call with a little more bite... "What did you expect [CANDIDATE] to accomplish? Has he done so or is he on track to do so? How will you measure him in the short term coming up? Is there anything you want me to express to him, positive or negative?” If you got no additional business in the second call, it is a month later, repeat the request. You need to stay flexible here. Some of the order or scripts might change depending on a number of factors. Don’t get caught up in acting differently for “senior placements”. Other than expectations, which may be less specific in the first 30 days, the process is the same. Most recruiters get so intimidated when they work at high levels. There’s no need.
The "LOSt sale" close
"You said you'd take the job at R240K, and I got you R240K, and you're still not taking the job. Clearly I did something wrong. Clearly this is about me, it's not about you. I wasn't listening, I wasn't paying attention. You told me how you felt and I didn't hear it. I don't know, but this is clearly my fault. So I want to be a better recruiter. What did I do wrong in this process?"
The "Two call" close
This close takes different final forms depending on the status of the candidate. This example assumes the candidate is unemployed. The basic idea is that the “Two Call” Close is designed to provide the illusion of negotiation to enhance the impact of the offer when you make it. "I've spoken to the company, we're getting close to the end, and it looks pretty good. They want to know one last time where the finalists are, whether they want the job and at what money they'd accept it. But it looks like they aren't going to come in any higher than what you were making. It looks like they're going to come in lateral. Let's face it, they're exploiting the fact that you are unemployed." When they raise their objection, you say... "Do you want me to turn it down if it's a lateral move? If they could meet you half way would you accept the job?" Get the "YES".
The "Summary" close
"IF...THEN...IS THAT RIGHT? "Let me make sure I understand. If [ABC], then [DEF], is that correct?" Example... “[NAME], I work for you. You want me to offer [CANDIDATE 1] the job? I think that's a mistake but I'll do it. And I'll do my best to get this person. But if she turns it down, is [CANDIDATE 2] a viable backup?" If they say "YES", the next part is the hardest... "Let me make sure I understand. I will do my best to get [CANDIDATE 1]. If she turns the offer down, then we are going to offer [CANDIDATE 2] the job. Is that right?"
The "MOney Aside" close
"Money aside, do you want the job? I realise you don't know if you want the job yet because there's no offer yet, but money aside, do you want the job? If somebody says: “I don't know, let me see what the offer comes in at”... "No. You need to be able to say to me now, whether or not, money aside, you want this job. If you can't answer that question, the answer is probably NO”.
The "Take it away" close
"[NAME], you've had the offer since [DATE]. Here's what I know. Time kills deals. You are going to turn down the job. I don't know when you're going to do it, but I'm telling you it's over now. I'm going to call the company and tell them that you don't want the job. You're turning it down. And I will make that call right after we hang up. Stay in touch, let me know if things change, but this deal is done." HANG UP!
The "Graceful way out" close
“Are you looking for a graceful way out? Because you don't need to. I got you into this, I can get you out. I'll just withdraw you from the process. But you seem like a very different person than I've been listening to for the last three weeks and now you want things that weren't important before. If you're looking for a graceful way out, you don't need to. I can get you out".
The "Metrics/ ratios" close
This works for very analytical candidates that tend to talk in numbers a lot... “Look, I need to be fair to my client. You have just illustrated a classic warning sign of a person who is going to back out of the process. That being said I have to go to my client, tell them about the metrics and ratios, share with them the warning sign and send them other candidates between now and then”.
The "Now that it's over" close
“Now that it’s over, what was the real reason you didn’t want this job?”
The "If you were unemployed" close
“You have to ask yourself, ‘If you were unemployed, and you could interview for the job you have now, and the one that is pending with my client, which would you take?’"
Working with spouses or significant others
Spouses are often central to candidate's decision making. It’s just that some are more forthcoming about the spousal factor than others. The candidates who aren’t serious use the spouse as an excuse not to take the job because it seems unimpeachable. They use the classic line, "I have to do what's right for my family”. You should never try to usurp the spouse's power. And don’t try to ignore it. They can torpedo a placement, and do. So it’s better to engage them in the process. Get them on your side as an ally. Make it a part of your standard interview... “How does your spouse feel about this move?” “Will your spouse be inconvenienced in any way?” Examples include day care, travel, and the spouse’s own job. “Does he/she have any misgivings about you moving, or are they asking you to hurry up and get it done?” Once I measure whether the spouse is friend or foe, I say this. The "Spousal Disruption" Script... “To work effectively together, it must be a collaboration. Part of that collaborative effort includes your spouse. Until I talk to him/her, I'm just the element in your life creating disruption and change. We do a 15 minute call with spouses before we begin contacting our clients on your behalf to introduce ourselves, bring an element of comfort, and often get input from them as to how best to work with you. After all, nobody knows you better. When can I have that conversation with your spouse?” My experience is that serious quality candidates see this as a value added service, and bad candidates, the control problems, are scared to death of it. Why? They haven't told their spouse they're looking, that's why. Do this, not for all your candidates, but for the ones you send out because you know they're quality fits and will probably get an offer.
Where is the offer?
Situation: Candidate has passed through all the interviews with flying colorus; references and salary review all look good and next step is the offer. However, the client has gone dark and it has been over a week since you had contact. Resolution: Repeat after me: "Time Kills Deals". Experience says there's one of two things going on: 1. They've made an offer to another candidate and are waiting for that person to actually start to cut your candidate loose. 2. They aren't going make the hire and are too embarrassed to tell you after all your hard work. It is usually the former. Time to make a phone call to the client. Hopefully you reach him/ her, but either way here is what you say. The "Hope and Despair" Script... "[NAME], it's [YOUR NAME]. I've been doing this a long time and there's obviously been a change in the status of the search. I can live with the despair, it's the hope that's killing me. If you've hired another candidate or made the decision to not hire at all right now, life will go on. But please give me, not to mention [CANDIDATES NAME], the professional courtesy of putting closure to the situation". Here are a few suggestions for the next time you get to the point where things look promising for an offer: Find out what other candidates are in process, how they measure up to your candidate, and ask the client to rank the candidates. Know going in if your candidate is the lead or the backup. If he's the backup, find out what he needs to do to become the lead candidate. If he's truly the backup, can we get him hired if the first candidate says "NO" to an offer. Know the client's hiring process. You should never send a candidate into an interview without knowing the steps that will follow that interview and the timeline if the meeting is successful. Pose the assumptive... "If all goes well when [NAME] meets the team next Tuesday, what's the next step in your process and when would we schedule it?" When you are asked to provide references and salary history, ask WHY: "Are you asking for this information because it is your intention to make my candidate an offer?" Or ask: "Assuming the references are good and his salary expectations are in line with what you are willing to offer, when we can expect the offer?" Lastly, give the client your "I can take the despair, it's the hope that will kill me" speech early in process. Let them know it is ok to deliver you "bad" news.
Resignation lessons
DEMsays...Many Counter Offer and fall out problems can be traced back to poor resignation prep on the part of the Recruiter. For most people, resigning is a scary and painful time. Emotions run high. Go through this process for even the most seasoned and sophisticated candidates. The objective of giving notice is informational. Explain to your candidate that this is NOT an exit interview, not the time for emotion. Just the facts. He/she is leaving. A transition needs to be planned.
Resignation FundEMental rules
Tell Someone First! If your boss asks you not to tell anyone else in your company [sign of a counter offer], tell him you have already told people. The Goals of Resignation... Inform your boss you are leaving. Share a transition plan (not to burn a bridge) What NOT to Discuss Why you are leaving. This is NOT an exit interview. Where you are going. Use strong language... “I am leaving, I have accepted another position”. “I am giving you 2 weeks notice”. Language to Avoid... “I am thinking about leaving”. “I have another offer”. Relationship with your Boss... "The dynamic of your relationship with your boss changes the instant you resign. Up until that point, you are the subordinate and your boss controls all your conversations. The instant you resign, you become peers. In most instances, the boss spends the rest of the conversation trying to regain control of the conversation. Look for him/her to insist on discussing why you are leaving and where you are going. Don’t forget, you are peers, you can discuss or not discuss whatever you want". Keep in Mind… Keep the conversation professional and focus on your TRANSITION PLAN. Remember, this is NOT an exit interview. When your boss asks you why you are leaving, it’s because you have a new position that is a better opportunity for you and your family, not because of whatever is lacking in the current position. Be gracious and calm. If you consider the boss as a friend, refuse to allow this meeting to become emotional.
Candidate Resignation training
Walk all your Candidates through the following Checklist... ”What is your relationship with your boss?” If it is good and longstanding, reassure them that giving notice briefly and firmly makes this less painful. Don’t mislead them that you would stay. Get to the point! Within the first 30 seconds, the words “I am leaving” with no qualifiers should be said clearly and confidently. Mincing words shows weakness, and that’s where Counteroffers come from. Tell your boss that you are “Not at liberty to discuss either the salary you have been offered or the company” you are going to work for. Counteroffers can’t come without ammunition. They can’t bad mouth or challenge what they don’t know. The candidate should tell her/his boss your “Client prefers everything stay confidential until the start date for internal reasons”. "It's Too Late"... …is the answer when your candidate’s boss asks the candidate to keep things “quiet” while they decide how to handle the termination. Tell your candidate to tell some colleagues of their decision before they resign. Once the company realises people know, giving a Counteroffer makes them look “blackmail- easy,” and the chance of counteroffer is reduced. Money on the Table... Warning: Tell your candidate that every excellent candidate who leaves a job walks away from something significant [ex. bonus money, options, and leave]. That’s why they’re called “Career Decisions”. They must be prepared to do so before they give notice. Offer Your Services... Advise your candidate to tell their boss that they have been working with an excellent recruiter [YOU!], who knows the niche and could help with the transition. Ask your candidate to set up a call for you. Start Date... No more than 4 weeks. Period, end of story. More than 4 weeks sends the message to your new boss that you live in the past, not the future. 4 weeks is professional and sufficient. Stay Positive... Resist the urge to vent. It’s almost over. The best revenge is living well. DO IT NOW! The longer you put it off, the more difficult it becomes. After you complete this checklist, suggest the candidate “do the deed” and call back.
Onboarding Closing
DEMsays... A recent study found that 64% of New Hires Will Fail. 4% leave after a devastating first day! The new counter offer comes 14 to 28 days after start date. The "Client Onboarding" Script... “You pay me to be a consultant. Let me walk you through the New Face of Counter Offer. We have seen a “new strain of counter offer” plaguing our clients. Companies have become very resourceful. Knowing that many companies fall short in the onboarding process, a lot of candidates are stricken with buyer’s remorse, or at least questioning their departure. Companies will pick a couple of key people that were particularly close to the candidate and ask them to “check up on them” during the first couple of weeks, a month in, six weeks in, in the hopes of finding a kink in the armour and an opportunity to recruit them back. I need to share the strategy we’ve developed to keep you from becoming a victim”. Lesson 1: What Your Clients Should Do. On Candidates Acceptance Resignation... 1. Send the Candidate a Welcome Package 2. Office Announcements [with email/ phone] 3. Formal Notices to the Line Manager 4. Notify Payroll/ HR 5. Industry Announcement 6. Enrol in Medical Aid and Benefits 7. Book Flight [if applicable] 8. Allocate /Evaluate Work Area 9. Create Email Account/ Voicemail 10. Load/ Configure/ Laptop/ Cell Phone 11. Order Business Cards On Candidates Start Date... 1. Orientation Speech: “Welcome from CEO” [in person or conference call] 2. Photo/Security/ Badge 3. Assign Mentor/ Peer Auditor 4. The Vision/ Culture Lunch 5. First Month Review. Diarise on your calendar 6. Second Month Review- Diarise on your calendar Lesson 2: What YOU Should Do... 1. Resignation training. 2. Manage Counter Offer expectations. 3. Get all tests/background checks done. 4. Set up “bonding” call. 5. After notice, call their ex-boss. 6. Sunday night call the day before they start. 7. Sounding board once a week for 90 days.
6 Ways to Lose LESS placements
As disheartening as it is to lose Placements, try to remember what it was like when it was LESS Candidate Centric. That was a time when your candidates had parole officers as references! This market is tough, in its own way, but it is a playground in the big picture. You’ll have more turndowns because candidates have no fear of losing their job and even less fear of getting another one. The chips on their shoulders are real and they are not going away soon. You must play defence in this market. There is no absolute protection. We deal with humans, they are mercurial and often self-involved, and we live in a free society where they can change their mind about where they want to work, but we can make some market adjustments: 1] Cover your candidates. Don’t send them out once to your favourite job and then try arm wrestling them to take it. They’re going to look at 3 other jobs, make them yours. If one company will see them, so will others. Get on it! 2] Above all other job order criteria, prioritise “Urgency”. A company that can’t wait will move faster, pay more, and settle for less than the perfect match of their job specifications. 3] Lower your submission standards. Send out that person that used to be marginally qualified. Companies are settling, but they can’t settle if you don’t submit. Adapt to the market realities! 4] Don’t send out any candidate who doesn’t have other interview activity (or isn’t seeking it). Turndowns often come from sending out candidates who are curious but not “furious”. We place people angry about some compensation slight, some cultural misfit or insult, or some personal dissatisfaction. 5] If your job makes their life (commute, lack of flex, hours, spousal day care pick up) more inconvenient, in this market that’s a turndown…find someone else. 6] Make sure your clients collaborate with you on counteroffer. What they say to your candidate means much more than what you say. Play defence!!
Candidate Debrief
“Tell me about the interview.” Listen for hesitation. “What happened? Walk me through it.” Gather all objections first but don’t try to overcome them yet. “Who did you meet? What are their titles?” “Was the interview technical or personal? What did they ask?” “What do you think their 3 hiring priorities are?” “Can you do the job?” “Was money discussed? Who brought it up? What was said?” (This is a test, did they follow your instructions?) “Was there anything you learned that was inconsistent with what I shared with you?” “Why go back? What are the positives? How important is that (or why is that important) to you?” (Build their excitement) “No job is perfect. What are the weaknesses?” (Get all concerns). “Let’s compare this opportunity, in terms of career match and in terms of timing, to the other opportunities you have the option to pursue.” “Specifically, how did you leave things?” “Gut check. What does your instinct say?” “I will now go get you feedback. Based on what you know now if they want to see you again, do you want to pursue?” [Get schedule for next interview].
CLient Debrief
The Client Debrief Call... “Hi, [NAME]. I’ve spoken with [CANDIDATE] and he’s excited about taking the next step with you. He really enjoyed the meeting and feels his experience with[link the candidate’s answers to candidate debrief questions][buzzword] and [buzzword] makes him a strong fit.” “Tell me about the interview from your perspective.” “Can he/she do the job Why/Why not?” “What about the personality/chemistry fit?” “Do you want [NAME] to come back for another interview? If yes, ask “When can you see him again?” [Get it scheduled]. “What will happen at that meeting?” “Who else will [NAME] meet with?” “What will you be trying to measure in the next meeting?” “I know we are going to a next interview, going into that, what are you concerns about [NAME]?” “Should I conduct references? What should I be trying to find out i those calls?” “How does [NAME] rank among the other candidates you have in process?” “Do you feel you will make a hire from this group of candidates?” [Ask this rather than asking if they want to see more people]. “If all goes well at this next meeting, when will an offer be made?” “What is your process for getting a written offer extended?” If they answer “NO” to question 4, then your goal is to get as much information as possible to better understand the right fit. Ask... “Where do you think I misfired with [NAME]?” “How would you recommend we modify our search?” “Tell me about where you stand in your hiring process?” [If you know or find out that other Candidates are being or have been interviewed, ask,“Do you think you can make a hire from this group?”] At this point you are trying to gauge how much of your time, if any, should be put into finding more Candidates. If you get confirmation that you should keep recruiting, close on the next step! Agree on a date and time when you will make your next presentation of candidates. This will show your urgency to act and will test their urgency to move ahead.
How Hot is Your Hot Sheet?
Questions to ask yourself about your last successful Placement... 1. Were you working with a decision maker or HR? 2. How much Urgency was there on the Job Order? 3. Was it Contingent or Retained? 4. How many people did you send overall? 5. Of these, which one got the offer? (1st, 2nd, 3rd…) 6. What was the source of finding the person? 7. What was the time lapse of Presentation to Sendout? 8. Was the Presentation verbal or Email? 9. What was the initial objection from the client? 10. What was the primary mode of communication throughout the process with the Candidate and the Client? 11. What was the time lapse of the final interview to the offer? 12. Who made the offer? 13. Did you have a counter offer discussion? 14. Did you check References? 15. Did the candidate have other interviews or offers? 16. Did the candidate or client change the mode of communication during the process? 17. How long was the offer considered? 18. What was the time lapse between accepting verbally and signing the written offer letter? 19. Was the offer renegotiated at all? 20. How much time was there between accepting and giving notice? 21. Did you get information from them on other opportunities they weren’t pursuing once they accepted? 22. Was the start date altered at all? 23. Any procrastination on getting any testing done? 24. What was your gut when you rang the bell?
Closing Conclusion
There are fewer Placements in the market and you need to close every one of them. But it won't happen by being well- intentioned. You need training. There is nothing worse than going through all the steps of making a Placement and finding out that your candidate has decided to stay where they are. Refer back to these FunDEMentals as you work through the process to ensure that you are doing everything possible to minimise the risk of things going bad at the end. In almost every deal I've lost I could look back at something I didn't say, didn't do, or didn't cover that cost me the whole deal. I learned the hard way. But you don't have to go through that process of trial and error. It's all here for you. After you've been through this training (and the Audio/ Video training) there can be no more excuses for losing deals!
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Closing DECODED:
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