We make available to our clients and business associates a service called HR360 at NO CHARGE. This is a $750 value. If you would like to have access to HR360, just send an email to email@example.com with “HR360” in the subject line.
One of the recent telecasts from HR360 was about steps on how to avoid rejected job offers. A rejected job offer for a key position can cost your organization thousands of dollars in wasted time and expenses. But rejected offers are not inevitable.
Creating a great job offer requires research and the ability to sell both the position and your organization.
Taking a few simple but necessary steps can help get you and your ideal candidate on the same page.
- Start by gathering information. Survey your new hires to find out why they excepted their new jobs. Ask them which parts of the offer were most attractive, which were neutral and which were negative. While you’re at it, ask them about your recruitment process. This is the only aspect of your company that an applicant has been exposed to. So he or she may judge the company based on impressions formed during this time.
- Take a good look at your offer letter. Is it effective in describing the job and painting the company in a positive light? Does it include all the perks and benefits and incentives available to employees? Does it stand out among the competition? Ask your new hires if they would be willing to share offer letters they’ve received from other companies to make sure you’re aligned with industry norms.
- Talk to the ones that got away. Reach out to candidates who declined your offer and ask if they be willing to complete a survey. Most will initially site salary as the recent they rejected your organization. But this may not truly be the case. If you contact them 3 to 6 months later, you are likely to receive a more complete answer
- Also consider running focus groups at industry events to learn why people in your field accept or reject offers.
- Next sell the supervisor. A candidate’s perception of the direct supervisor is critical. It is always beneficial for the supervisor to interview the candidate. Both parties need to evaluate the potential relationship. Most applicants are concerned with open communication, flexibility, growth and learning opportunities and control of who they work with and when their work must take place.
- Tell applicants what they can expect on a daily basis both in terms of their relationship with their manager and their role within team or department. The timing of your offer can make a big difference. If a candidate receives an offer from another company, you need to make your offer sooner to have a chance to compete. If you recruited someone who is not actively job seeking it may be more effective to move slowly. This gives your candidate time to get comfortable with the idea of making a move.
- Finally cater your job offer to the candidate’s specific needs. During the interview process ask questions like what elements of the profession do you want more or less of in your next job. And what would be your dream job in terms of location, co-workers, projects, work environment and manager. Ask what is your worst case job situation and why.
Use this feedback to create a job offer letter that speaks to the individual.
Remember that even seemingly ideal job offers get rejected.
There are only so many variables you can control. But gathering information evaluating your process and being willing to make changes goes a long way toward minimizing rejected job offers