Closing a candidate from the very first call - How to do it.

I sometimes compare recruiting to baking a cake. You've got all these various variables on your countertop, and what comes out of the oven depends on how you combine them.?

Closing is the icing on the cake. If the cake is a mushy, deflated disaster, no amount of icing will save it.

Closing isn't about manipulating the candidate; it’s about communicating the facts in the most convincing way possible.

Truth be told, it has nothing to do with a magical formula. Instead, it entails determining your candidate's needs (aka candidate diagnosis) and then figuring out how to address those needs.

And that work starts from the very first call.?

From the first call, you want to get an understanding of what your candidate is looking for… this gives you the best chance of closing them.?

Remember, you can’t sell the job unless you know their pain points. That brings me to the main focus of the first call - candidate diagnosis.?

Candidate diagnosis - What it is and why It’s important?

As earlier mentioned, candidate diagnosis involves asking the right questions that reveal the actual pain points and motivations of your candidate.?

Remember your primary responsibility is to assist the candidate in making the best choice possible. That’s pretty much your only job.

Although there are indeed many jobs beneath the one you have, focusing on assisting the candidate lowers your expectations.?

You need to get rid of your expectations because they are judgments rather than expectations. You can't just assume anything; you have to concentrate on the candidate and what they want.

It’s similar to how a doctor helps a patient. Zero assumptions and 100% focus on the patient. Asking the right questions and figuring out how best to help them. ?

So, if you're going to set an expectation, set the expectation that you'll enter this candidate's life, correctly diagnose where they are, what they need, and whether you can help them before recommending the next course of action.

This is much different from saying, "I'm going to close this person," before entering a call. That isn't the objective. The aim is to be in a position that allows you to help the candidate in making the greatest choice possible.

If you're going to close, if you're going to do it well, and if you're going to enjoy it you have to be 100% spot on with your diagnosis from the first conversation.?

Now let’s get to the questions to help you do a proper diagnosis of your candidate.

Lead the conversation with challenging questions

Lots of recruiters ask candidates for their top three motivators. And a lot of times, I hear candidates say things like, “I want to work for a great team,” “I want to learn”, “I want to become a manager,” these are all pretty standard answers that are not what's in someone's heart.

Remember, you need to know where they want to go in their career, and truly understand the hopes and dreams they have in their mind because the only way to close a candidate is to demonstrate that you can provide them with the opportunity they want.?

So, take the time necessary to truly understand someone's motivations, push-in probe, and use a tactical approach while engaging politely.

That’s how you control the process.

Questions that help you understand the candidate's motivation for seeking a change.

Ask them, where are you at right now, and where do you want to get to? How does having this impact other areas of your life? What do you want to do? What is your dream opportunity?

You want to get to know this `candidate's detailed goals, so that you can repeat them back to them, in a way that they cannot deny but reply with, "Yes, that makes sense. Nobody's ever communicated this to me as clearly as you just did.

Along the way, make sure to bring up this matter again with them.

Questions to gauge the candidate's temperature.

Ask blunt questions, that challenge the candidates paradigm like "Your company is the leader in our industry: why would you consider joining us?" or You're currently in a good position in your company, why not just stay where you are???

These questions help you to check the temperature of the candidate, their patterns of decision?making.

Questions on the crucial and awkward subject of salary.

Shift the responsibility to the candidate when discussing the essential subject of pay. Do you believe you receive a fair wage from your job? (and then ask "Why/Why not?") Use questions like "Do you feel your organization effectively rewards strong performance?" or "Does your current company foster career advancement in an organized way?" in order to highlight why the candidate is seeking a particular salary, as well as if your company can benefit them in this way.

Questions that reveal outside factors.

Find out if the candidate has consulted with other individuals about their opinions. Ask them, “What does your family think about moving to Austin, for example?” Alternatively, “Have you sought any mentors regarding the possibility of changing jobs?” or “Have you spoken with your employer about this issue?”.

I wouldn't use all of these questions at the same time. You can interchange those based on which one feels more comfortable and which one you need the most.

I hope this helps.?

Let me know in the comments some of your biggest challenges when it comes to messaging candidates. I can make share my experience in articles you will find helpful.

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