In today’s market, you need to be prepared to fight the counter-offer battle. Candidates can…
By John Borrowman, CPC
Borrowman Baker, LLC, BV Staffing + Consulting
Gallatin, TN
Of course, your candidate wants an offer. You could have guessed that. Otherwise, why bother with the whole interview process? What you want to know is how badly. There’s a way to find out.
It’s that time in the process when your candidate has ‘made the rounds.’. You are getting a thumbs-up from everyone. This is a candidate in top consideration that you would like to get on board. In the final interview—whatever that is in your process—ask this question:
Do you want an offer you can say yes to?
Your candidate walked in the door wanting an offer. You have added a thought-provoking condition. Your candidate’s immediate reaction will speak volumes.
Do you get a quick, enthusiastic yes? A slower but more thoughtful yes? Alternatively, something that leaves you wondering if you hear much commitment at all? In any case, you ask:
Why?
Listen to your candidate’s answers. Think about whether you hear genuine commitment or merely lip service. Make notes. You now have ammunition to use in closing your candidate and, if necessary, fending off a counter-offer.
Listen for whether your candidate misunderstands the opportunity. No matter how personally positive you may feel, you must be candid about any mismatch between a candidate’s expectations and the reality at your practice.
When your candidate’s thoughts align with your own, ask follow-up questions to engage your candidate. The clearer the commitment—from both sides—to “this is the right thing to do,” the smoother the path through the compensation minefield.
Your strategy is to get your candidate as close to yes as you can before money enters the picture.
John Borrowman
