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Top 3 Offer Mistakes when Hiring with Rick Girard of Intertru Inc.

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It has been decided that we want to hire a person who made it through our interview process. Yay!

Now we invest the time to have the “offer conversation” about what it is going to take for you to join us. Eagerly, we present our case, discuss our benefits & perks, and divulge our rationale behind what we would like to pay our hot new employee. 

The only problem is, that having this conversation now, is too late.   

When the stakes are low, people are the most open and truthful. And the stakes are lowest at the beginning of the relationship. The first conversation is the most important time to have the offer discussion. 

Before the interview even happens!

Today we’re going to discuss:

  • The 3 most common offer mistakes 
  • How to remedy them for offer acceptance

    • Challenges today?

    • Gathering information too late
    • The end of the interaction is the worst place to start developing the relationship with the person
  • Candidates feel like they are being sold- which they are
    • “Now that I passed your tests, you want to know me better” 
  • Candidate is now totally focused on the money
    • Highest offer blinders
  • Offers based on general assumptions
    •  Shallow focused interview
    • I've demonstrated I can do what you need
  • One sized-fits-all
  • Offer acceptance
    • Shop your offer to other suitors
  • Time to think about the offer means:
    • I don't believe what you are trying to sell me!

    Why is this important to the company?

    • Excessive interviewing & offer turndowns are a tremendous waste of time

    How do we solve the problem? 

    • Gathering information too late
    •  Discovery call - First Contact
    • Understanding the Pain, Desire (Positioning)
    • Legitimate reason to move
  • The type of company the person will thrive in
  • Size, Role, Domain
  • Impact
    • A, B, or C player?
  • Main Criteria for Decision
    • Elements that NEED to be present for an offer acceptance
  • Salary expectations
    • What do you need?
  • Offers based on general assumptions
    •  Everyone likes our benefits
    • Benefits & perks do NOT attract or retain people
  • Allow the individual to share what is important to them
    • Discuss expectations
    • What makes this important to you?
  • Offer Acceptance
    • Feedback
    • Engage in conversation about VALUE
  • Are they sharing with you “why” they would like to join?
  • Pacing
    • Pacing too soon, too slow
  • Only make an offer when there is obvious alignment
    • They tell you: what your company offers is what I desire from my career
  • Verbal acceptance
    • Discuss and agree on terms
  • Address anything that does not fit into desire
  • Start date
  • Formal written offer
    • Autograph 
  • Start onboarding

    • Key Takeaways -Value:

    • Gather information as soon as possible during the Discovery Call.
  • Based on your first conversation, tailor exactly what's going to attract that person into your company to the content they gave you at the Discovery Call.
  • Offer acceptance: make sure you pace it out, continuous feedback throughout the process, and get verbal acceptance first before you extend the written offer.

    • Links:

    • LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
  • Company: https://www.stridesearch.com/
  • Podcast: https://www.stridesearch.com/hire-power-radio
  • Authored:  Healing Career Wounds (Amazon)
    • https://www.amazon.com/dp/B094TL14CD/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1
  • Startup - Intertru Inc: www.Intertru.ai 
  • Technology: HireOS™ 

    • Show Sponsor:

    • www.stridesearch.com
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