Category

Executive Search

How to make a persuasive job offer

By | Executive Search

Sourcing and securing high performing talent, those A-class players who are almost always employed, are rarely actively applying for jobs via job boards. Identifying them is a skill that takes time and research. Enticing them takes knowledge, expertise and effort. Selling your opportunity takes persuasion, knack and competence. Coaching them on career development, advantages and pros and cons of moving roles, takes patience, empathy and understanding. So, to get through all of this and then make a job offer it has to be compelling. It has to make the person feel valued and most of all it has to make them feel delighted to be joining you!

Time and time again, we see organisations go through an executive search process, which involves a significant investment of time, energy and emotional involvement by all parties, to then deliver a less than compelling job offer. Why? Why after all of this, would you try and save a few bucks and risk diluting the candidate’s excitement and ultimately question their worth?

Last year, we had an example of finding a candidate for a hard to fill role, a needle in a haystack. She had recently turned down another role and when asked why she declined, it wasn’t because they weren’t a great company, it wasn’t because she didn’t want to work with the leader, it wasn’t the location, the offices or the long-term career options, it came down to a luke-warm offer of employment. After all the wooing and “wining and dining”, the organisation decided to just match the candidate’s current salary. They said they would review the salary again at six months with a potential review. This offer made it seem that the client was unsure of their decision and were even second-guessing their choice, demanding the candidate prove themselves first and then they would be rewarded. It left the candidate feeling perplexed, deflated and ultimately, undervalued. She declined.

Here’s 7 tips so you don’t get caught making the same mistake:

1 – Make a confident and concise decision – have a vigorous search and recruitment process so you don’t second guess or hope your decision is right. This will make you feel confident and trust your judgement that this person is the right person for your vacancy.

2 – Trial close – in our business, we never make the real job offer before asking the candidate hypothetically if they were offered, would they accept? This question allows for pause, hesitation and the opportunity to discuss and flush out any concerns the candidate may have before making a formal offer. This technique puts you in a position of strength an avoids negotiating after making an offer.

3 – Make your best offer upfront – don’t play games, what is your best and final offer? The most important factor in accepting a new job is compensation (49%), professional development (33%) and work/life flexibly (29%). Present all the benefits including statutory, incentives, non-monetary benefits and those factors most important to the candidate you have determined during the recruitment process.

4 – Put it in writing immediately – don’t delay. We recommend always presenting a formal written contract within 24 hours of making a verbal offer. If you haven’t heard back from them quickly, don’t wait! They might have questions, or you might be at risk of a counter offer.

5 – Welcome – once you have received a signed copy, ring them and welcome them to the firm. Yes, you have secured them and now the deal is done you are probably on to your next task or project until they start, but don’t forget this important human element to maintain engagement.

6 – Pre-start catch up – depending on their notice period and how long you have to wait before they start, it is a good idea to stay connected until day one. We recommend a casual coffee catch up, an office tour or an introduction to other team members to get people inducted early and to maintain your recruitment momentum.

7 – Day 1 – blow their socks off – have the basics ready! Someone to greet them day one, business cards printed, technology set up, email announcement etc. Last week, we heard of someone starting a new role and the boss was still on holidays and had forgotten they were starting, no one was expecting them! What can you do beyond the basics? A morning tea, a welcome gift, assign them an internal mentor, a meeting with the CEO….the options are endless to make them feel valued.

Make a compelling job offer first time, every time. Delight the candidate.  Make them feel special and worthy. If you can’t, maybe the question should be ‘is this the right candidate’ after all?

 

Recruiting an Executive? Don’t make this mistake

By | Executive Search, Recruitment

ceo-stand_786bdb494a6028e3This week I was told an excruciating story of a senior executive going for two roles at the same time and the two very different experiences he had during his job search.  The end result was one happy employer and consultant who scored a top executive, the other consultancy and client didn’t see it coming, and would have felt blind-sided and confused as to where it all went wrong.

Both employers outsourced their vacancy to an external consultancy – an expert in their field, committed to filling the role with the best candidate from the market. When outsourcing to an external recruitment consultancy there are generally a number of key factors that clients consider such as:

  • Reputation / brand
  • Track record / expertise
  • Cost
  • Consultant relationship
  • Methodology / offering
  • Value-added services

Ultimately, every consultancy is promising the same thing – to find that needle in the haystack – the very best person available for that vacancy.

What sets Consultants apart is not the shiny brand or website, not the long list of placements, or the most competitive bid.  The real difference is the Consultant’s ability to manage, negotiate and consult through what is a very emotional, intuitive and onerous process.  A Consultant’s ability to read people, situations and solutions is paramount. This becomes even more crucial when conducting executive search. Your Consultant needs to know when to push you and your board to move faster, to make a decision, to challenge your thinking, question your assumptions and ensure you have your eyes wide open to all the positives as well as development areas and concerns. On the candidate side, there is a responsibility to build a relationship, get inside their head, know what makes them tick, know when they are holding back, know when to put pressure on, to take pressure off and ultimately how to manoeuvre the candidate through what can become a competitive bid process. This was the case I heard this week.

My friend, had 2 jobs that were neck and neck in terms of his level of interest and in terms of where they were both at in the process – both second interview with each panel. He was equally interested. He was equally committed. What got him over the line? The relationship with his Consultant and their ability to move fast and to run a true executive process (rather than transaction recruitment) – there were phone calls, consultation, probing questions, availability and check in’s over the weekend (both Saturday and Sunday), which resulted him taking that job at 9am on the Monday. The other firm was rushing at the final hour with final reference checks and testing, then knocking off at 5pm Friday and said “talk to you again on Monday”.  While they were enjoying their weekend, the other Executive Consultant was doing the deal – keeping the board and their candidate informed to enable them to have a signed contract on Monday morning.

There is a difference between executive search and contingent or main-stream traditional recruitment. It doesn’t only lie in the fees (which may seem an attractive proposition when comparing proposals), it lies in the firms ability to run an executive search process that goes beyond ‘filling a job’.

In the highly skilled area of executive search,  you don’t often see what goes beyond the fine print of the proposal – it’s the nuts and bolts, it’s the people skills, it’s a Consultant’s ability to earn trust and go beyond the shiny, slick proposal with pages of placement history to create both warmth, trust and competence to negotiate the finer points that will ultimately result in a win for all parties involved.

How will you choose your next Consultant?