How do you increase your offer acceptance rate and reduce your offer decline rate?

One thing I've found helpful is to find out the candidate's expectations before moving them forward to first interview. Discussing their salary expectation and making sure it's within the range of the role is a great way to start. Although salary is very important, it's not the only thing that matters. Some candidates are looking for a great work life balance, flexible work hours, specific benefit package, remote work, supportive work culture etc. Finding out what your company or client offers and being able to present all their highlights in that initial call will not only entice candidates through competitive salary, but through other perks they would receive should they accept offer.

The best joining to offer ratio I achieved in any calendar year as a Recruiting manager was 93% with over 300 IT starts. The Key is to focus & refine internal processes rather than external factors over which we have limited control. Sharing what we follow: 1) Master 1st Connect - have an in-depth conversation on the Role, Project & JD. Build rapport around the organization & culture. 2) Understand the Candidate’s preferences - show your active listening skills 3) Address Queries/Concerns: Answer critical questions that can make/break the deal 4) Expectation settings on the possible rounds & estimated time to closure 5)Handhold and periodic connects The overall experience of the candidate from the first connect contributes to the result

One of the best ways I've increased my close rate is by understanding what is important to my candidate upfront. If I know that their primary motivation to make a move is financial, and we ultimately can't meet those expectations and choose to make an offer anyway, I share with my hiring managers that we may be misaligned on a core motivation before the offer goes out, and manage expectations. Every situation is different, but knowing whether or not your offer meets the core motivations of your candidate goes a long way to higher close rates.

The journey to a higher acceptance rate starts way before the offer is made. Choice of the developers is equally important. One should try to prioritise the candidates already on their notice period. Which will reduce the time from selection to joining and hence lesser chance of offer shopping and a turn-down.

To improve offer acceptance and reduce declines, focus on transparency and communication from the very first interaction. Clearly define expectations for salary, benefits, and job responsibilities throughout the hiring process. This open dialogue ensures candidates are well-informed and builds trust, minimizing surprises and increasing enthusiasm when the offer arrives.

I like to do this part throughout the recruitment life cycle and not just at offer stage. This ensures that the candidates are aware of the various unique benefits of working with the employer/ team/ role etc. There needs to be an underlying statement for EVP that's compelling enough to argue counter offers. This statement can differ from candidate to candidate/ industry/ role/ skillset etc. and most often it should be customized to the intrinsic motivations of the candidate to ensure a win win.

Communicating your value proposition to candidates is a strategic practice that not only helps you attract the right talent but also contributes to a positive and productive work environment, aligns expectations, and establishes a strong employer brand.

Cash is king. If the money isn't right, your company culture or value proposition isn't going to fill the gap. You'll lose every time to a competitor with budget. The only people impressed by days off or volunteer hours or education credits are the HR folks that implemented those things.

It's undeniable that candidates nowadays look for more than just a salary. An Employee Value Proposition must be presented from the job post up to the offer stage to showcase all that's in it for the future employees. If the EVP is also aligned with the company culture and brand, congruence becomes the trademark of the talent attraction department and companies become an aspirational place to be, not only an employer.

Understanding why a job seeker is leaving their current role and what’s important to them in their next position, are vital to helping you secure the best talent. If you can discover this information early in the process, you can ensure that the people meeting the prospective hire are highlighting the aspects of your organisation that will be most appealing.

Great article. "Stop playing it cool" is often my advice to businesses. For some reason we think that by moving quickly and by telling someone how much we like we them is in some way making us look desperate so we opt for playing it cool and may wait for the other person to make the first move. This is bonkers. If you like someone tell them. If a candidate interviewed well tell them. Don't wait for the offer letter to pass on positive feedback, tell them in the interview - "we think you're awesome, what do you need from us in order to consider an offer?"

Start by providing prompt responses to candidates, whether it's for interview feedback, salary negotiations, or any recruitment-related updates. When candidates feel valued and prioritized, they understand their unique strengths that set them apart from others. This personalized attention boosts their confidence and reinforces their interest in the role.

Reasonable expectation and time frame setting is critical not only at the offer discussion, but throughout the process. Whenever I can, I outline as much about our process as possible in the first call: -How many interview rounds will there be? -What is the purpose of each round? -When can they expect feedback or next steps? -Is our role budgeted and approved? In doing that, my hope is candidates feel comfortable enough to share any timing considerations I should know about so we can work in mutual partnership to determine if this opportunity is a good fit for both them and the company.

Creating a sense of urgency is very important when you're dealing with candidates in this volatile employment market. If you treat them with respect and a higher sense of urgency from the beginning of the relationship with the candidate, you will earn higher offer acceptance rates and decrease the possibility of the offer being rejected. It's that simple. Getting to know their motivators is also key because if you have a bonus to offer someone to entice them into accepting your offer and money isn't one of their driving factors, then you better find something else that appeals to them to ensure they'll accept (job title, work from home, career path trajectory, etc.).

I believe offering (and requesting) as much transparency as you can throughout the process can help eliminate many barriers. I like to set clear expectations upfront about our hiring process and timeline while also asking for the candidate to keep me posted along the way with where they are in their process. When we get to the offer stage, there usually are other candidates also at or near the final round. I usually say something along the lines of "You are by far our top choice for this role but I understand you are interviewing elsewhere and if you feel this position is not the right fit for you please let us know asap so we can proceed with one of our other finalists."

I find that being transparent and explicitly asking candidates about any elements missing in the offer could sway their decision. This final step ensures a clear understanding of candidate expectations and helps tailor the offer to meet their needs. If the missing thing is something that the company can offer to a candidate, you are probably a step closer to the offer acceptance.

It is always worth analyzing the refusal: > If the specialist refuses for personal reasons, accept it. It is important to understand that changing a job is a serious decision for everybody. So in some cases it's no matter how hard you try, you will not be able to force the candidate to switch to your position. > If there are objective problems in your job offer or processes, improve them! Sometimes the problem may even lie in that the specialist did not get enough information about the company or the team. Then the task of the recruiter is to prepare the candidates and provide such information on the additional call or to instruct the specialists conducting the interviews. So be flexible to increase your OAR!

An often underestimated but crucial element in effective negotiations is empathy. Put yourself in the candidate's shoes and try to understand their unique circumstances and motivations. This can greatly enhance your ability to find common ground and reach a mutually beneficial agreement. Empathetic negotiation involves actively listening to the candidate's concerns and acknowledging their perspective. This not only fosters a more positive and respectful atmosphere but also allows you to tailor your offers and concessions more precisely to what matters most to the candidate.

Napoleon Bonaparte said, “Men are moved by 2 levers, fear and self interest” When you can present the opportunity in a perspective that is purely beneficial to the candidate, your acceptance rates will skyrocket. We should be doing our best to highlight every data point that will add more value to their lives and according to their goals. Transparency is key here, if at the end of the day it makes more sense to decline the offer, then we should acknowledge that and thank them for the opportunity. BUT you would be doing candidate a disservice if they walked away from the declined offer not knowing about certain factors that might have been overlooked at the time. Ex: room for growth, 401k contributions, stock options, bonus, etc

I like to start out with a strong initial offer but still leave a little wiggle room to negotiate if the candidate pushes back. If they don't accept right away, I politely remind them that this offer is within the range they were initially asking for and is competitive for this market but that I'm happy to see what I can do for them. At that point, any small increase or even just a signing bonus can be enough to complete the deal.

A positive onboarding experience contributes to employee satisfaction and retention. Regular communication is a key element in ensuring the success of new hires within the organization. Send them a welcome package, introduce them to the team in advance, give them a first day mentor, all to keep them engaged. Set reminders in your calendar for constant follow up until they are ready to onboard. Once they start, check-in regularly until there is a comfort level within the team.

To maintain candidates' excitement about joining your organization, it's crucial to stay engaged after extending an offer. Begin by sending a personalized congratulatory message expressing your excitement about their decision to join the team. Provide them with additional details about the company, team, or upcoming projects to reinforce their decision to accept the offer. Keep communication flowing leading up to their start date, discussing any other job offers they're considering, whether they're relocating, and if arrangements for their stay have been made. Regularly addressing any questions or concerns they may have demonstrates your commitment to their smooth transition and helps build trust and confidence in joining your organization.

Always Congratulate them on the hard work and resulting success. This not only helps you bring the human aspect back into the process but also acknowledges the efforts and time of the candidate. Take this opportunity to introduce them to some people in your organization or team who will help them in onboarding. Share additional info on benefits or perks that may be exciting to them to keep the connection ongoing. Even use this opportunity to connect them with specific ERGs communities and social groups to help bring a sense of belonging early on and showcase company culture from the lens of diversity.

Demonstre entusiasmo pela aceita??o da oferta com uma mensagem de comemora??o, destacando a importancia do novo membro para a equipe. Mantenha contato regular com o candidato após a aceita??o da oferta até o início efetivo do trabalho, fornecendo informa??es adicionais e suporte para garantir uma transi??o suave e positiva.

To increase offer acceptance and reduce offer rejection, ensure a thorough alignment of candidate expectations and job realities by fostering clear, transparent communication throughout the recruitment process.

There are three tactics I would recommend every recruiter try: 1) Tailored Benefits: Customize benefits to individual preferences, showcasing flexibility and personalization. 2) Practice Open Communication: Foster transparency about culture, expectations, and challenges to align candidate expectations. 3) Focus on Career Development: Emphasize commitment to upskilling and career growth, attracting talent with a focus on continuous learning.

I share with my candidates from the very first conversation that my role is to be the facilitator, meaning: The company needs to have all the information they need to make a good decision on the candidate's fit AND the candidate needs to have all the information they need to make a good decision on the company's fit. My best outcome is not just an offer accepted, it is mutually agreed upon good fit for all parties. That's when companies further their culture and candidates turned new employees feel most valued. My job is to ensure everyone has what they need to make a good decision at the end of the process.

Establish individuals throughout the business that can have touchpoints with candidates to give an unbiased, good/bad/ugly type of conversation with a candidate before presenting an offer. If your culture is as great as you say it is, should not miss out on talent with this approach or specifically as a result of this exercise. An offer is more organic when it's not been "sold" by leadership.