Master the Art of Closing Candidates
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Transcript of Master the Art of Closing Candidates
Dan Nielsen Recruiting Initiatives Leader Towers Perrin
Master the Art of Closing Candidates
Agenda
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Opening words about Closing
Developing a Closing approach Closing skills at each stage of the process Role playing – reacting to candidate
statements
“Closing” words
Objective: Fill the role
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Closing: gathering and interpreting information and using it to fill the role
Act All Information:
Help filling
role? Hinder
filling
role?
Ask clarifying questions
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Always be closing
Permeates every part of the process
Starts before you have a candidate in play
Applies to all parties and circumstances
Goes beyond “selling”
Heightens awareness of potential obstacles
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Effective closing works in the best interest of all parties
Helps candidates and hiring managers define, focus on, and achieve realistic goals and desires
Helps recruiters and hiring managers avoid candidates who are not desired or will not move
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Timing is everything
Watch your pace By default, move processes swiftly Recognize times to slow the pace
Focus on right activities at each stage Prospect development Interviews Post offer extension
Developing a Closing Approach
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Step 1 – Craft a powerful Employment Value Proposition (EVP)
The EVP is the foundation for all future efforts
Your EVP should articulate a crisp message on why a candidate should join your:
Industry
Company
Unit
Job
What sets you apart in
each category?
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Draw on broad information to create the EVP
Business plan
Sales/marketing materials
Intra/internet research
Interviews with: Leadership Hiring managers Long-time employees Recent hires - especially from competitors
Don’t lose sight of “intangibles” such as on-site gym, proximity to public transit, continuing education, etc.
Document and disseminate your EVP internally and externally
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Internal document has details to prep interview teams
External “marketing” piece used for
prospect outreach
Glen Ross 101 S. Hanley
Hyde Park, NY 12538
XYZ Consulting Firm, Bayside, NY July 1998 – Present Executive Vice President
Step 2 – The importance of resume screening
Challenging commute Breaking company loyalty and relationships
may be difficult
Title your firm doesn’t offer
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Expect a relentless counter-offer
Company with different culture
• Lead consultant on $3 million of annual revenue • Foremost company expert for Sarbanes-Oxley related issues
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Step 3 – Phone interviewing sets the tone for your relationship
Engage the candidate with your value proposition
Touch upon the fundamentals of the selection process
Directly address any potential barriers from the resume or the phone interview
Career aspirations
Skills, interests and abilities
Pros and cons of current role
Decision drivers
Obstacles to joining
Current/desired compensation
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Deal with compensation head-on from the start
Gather facts about current compensation
Ask if current employer compensates fairly Why do you believe that? What would be fair compensation?
Address disconnects regarding compensation expectations
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Patiently wait for answers and clarify ambiguity
Wait out any silence that comes after your question
Listen critically for what is said, not said and implied
Follow up until you have a clear, acknowledged understanding with the candidate
Recognize when candidate doesn’t have reasonable motivations for moving
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How might you react if your candidate made these statements?
“I worked with my boss at a former job and followed him to my current company.”
“I have no one to delegate work to here.”
“I don’t have faith in my company’s Senior Leadership.”
“I rode my bike to work today.”
“My next review is in December.”
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Step 4 – Prepare the interview team
Review strengths/weaknesses of candidate
Assign selling points to ensure the applicant gets a broad perspective of the firm
Direct probing questions on the primary issues Candidate’s ability to be successful Any negative impressions from the hiring team
Confirm threshold criteria needed to make the hire
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Step 5 – Debrief both sides, continuing to confirm the basics
Agreement on key criteria
Desire to work together
Compensation expectations are aligned
Discuss start date with candidate
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Step 6 – Avoid surprises
Thoroughly confirm total rewards issues with candidate Draw out anything the candidate considers
remuneration or other rewards Even if every element isn’t matched, candidate
needs to know you had complete information
Stock/options
Parking/commute costs
Perks
Office vs. cube
Retirement
Paybacks
Blackberry/laptop
Expected raise
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How might you react if your candidate made these statements?
“I got passed over for a promotion last year.”
“I’m getting pulled into a new project at work.”
“How quickly will I hear back from you?”
“How much vacation will I get this year?”
“This is my first time resigning.”
“My boss will be totally shocked when I resign.”
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Answering these questions…
Answer all questions and focus negotiations where you have flexibility
Role, Responsibilities, Title
Benefits, Vacation
Relocation, Non-Compete
Goals
Target Bonus %
…focuses negotiations on Base Salary and Hiring Bonus $
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Step 7 – Develop a “cushion” between expectations and actual offer
Creates “insurance” against last-minute cuts to an offer
Feeds the excitement that accompanies acceptance, and helps sustain candidate through counter-offer
Revisit initial discussion about compensation
A third-party recruiter can add value at this stage
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Use “If I/will you?” questions and clarify answers
Recruiter If I get $77,000 for you will you accept? Candidate I was hoping for more than $77,000. Recruiter If the offer is $77,000 will you reject? Candidate I was hoping for closer to $80,000. Recruiter So, at $77,000 will you reject? Candidate Yes. Recruiter If I can get $80,000 will you accept?...
Objective is to get permission from the candidate to accept
Keep overall focus on the role and opportunity
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Pick the best way to extend the offer
Ideally, the recruiter can simply call back and congratulate the candidate on getting the job
The only surprise should be that the offer is a bit higher than expected
If an acceptance is not yet confirmed, the hiring manager is usually the best person to extend the offer
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Never revise an offer that’s been extended without an acceptance
Don’t let a candidate say “try again” without their expressed acceptance If I make this change, will you confirm a start date? If I make this change, is there anything that would
stop you from joining?
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Step 8 – Help the candidate control the resignation process
Ask how other resignations have gone
Ask if they are notifying their boss of a decision, or starting a dialogue about it
Role play by asking what happens when (not “if”) the boss: asks about the terms of the offer offers to match or beat the compensation asks what it would take for the candidate to stay asks the candidate not to discuss the resignation
before a counter-offer is made
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Step 9 – Create accountability and maintain contact after the resignation
Ask the candidate to call you or the hiring manager immediately after the resignation
Schedule “spontaneous” outreach calls from interview team to candidate until start date
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Add real value to your business with this approach by improving: Acquisition of top talent Acceptance rates Offer/interview ratio
Contact me with questions
314.719.5898
“Closing” Words