How does HR persuade a satisfied job seeker to accept an Offer?

I finally met a favorite candidate, and the other party may not be willing to join after taking the initiative. This is the biggest headache for HR. How can HR persuade the other party to accept the offer when meeting a satisfactory job seeker?

First, understand the motivation of job seekers.

When you know a candidate, you should ask yourself a very important question: "What does this candidate want from this position and the company? Can we provide him with this thing? "

To this end, you need to ask some targeted questions, so that you can understand what factors can really motivate candidates:

What are the most exciting moments in your career or daily life?

What have you been doing recently that you find interesting?

If you can't fully understand the interests and motives of the candidates, you can also try to ask them what they have learned from their previous jobs. What is the most important skill or experience learned?

The way they answer these questions and their answers will help you understand the experience they want to learn in their next job. Once you know the motivation demand of job seekers, you must integrate this demand into the whole recruitment process.

If you want to recruit an employee who is good at solving problems, you need to share the thorny problems your team has encountered in the process of accomplishing their goals, and you need to create as many opportunities as possible for them.

Second, mobilize the active participation of candidates.

There will be such a misunderstanding in the interview process-recruiters will promote the company to potential candidates too early. If every member of the interview committee greets the candidate instead of arousing their inner excitement, then you are likely to lose the candidate.

In order to keep the candidates excited, don't let the last interviewer simply send them away. You need to let the recruiter make a short summary, end the interview in a perfect and positive way, and free the applicant from the pressure of asking questions quickly.

Talk to recruiters in advance and encourage them to talk about topics that excite job seekers. No matter how the job seeker performs, every conversation should include some opportunities for "personal display". It must be remembered that the interview is a two-way street.

Three. Issue an employment notice

Offering an Offer is not just a formality, nor is it a hasty call to the applicant to simply explain the salary and welfare data. When the candidates receive your call, it should also be the most exciting time for them.

When calling a candidate, I suggest taking the following six steps in turn:

1 Review some scenes in the interview process. Review the previous interview process with candidates. If the candidate has a strong desire to join and is very familiar with your company, then move on to the next step.

But in most cases, what you may hear is a perfunctory reply "I feel ok" At this time, you need to remind candidates of some highlights in the interview, so you should make sure that the recruitment team records all the highlights in the interview process and provides them to you.

After that, you need to talk to the candidate about the problems that are bothering him and encourage him to tell you all the worries and doubts frankly without reservation. Because before talking about specific salary and benefits, it is very important to understand and eliminate some confusion or concerns of candidates about the company.

Before discussing salary and benefits formally, if you can make candidates feel that joining the company and working with other colleagues in the company will be a great opportunity, then they will be more likely to accept any salary and benefits you offer.

Emphasize which tutors they may get guidance and help. In the interview, candidates usually mention which team members they want to be with or which mentors they want to get guidance from. If they don't voluntarily tell you this information, you can share with the candidate some colleagues in the company who have similar interests and complementary skills.

Sometimes candidates may be interested in mentors in other fields. At this time, you can tell the candidate about the learning opportunities that he didn't know when he interviewed, emphasize that the company is learning in many aspects, and explain to the candidate how he will benefit from them.

I usually share with candidates the related projects in the company that they are interested in and how to participate in them. The point here is to know what the candidate wants to do and then show it to the candidate.

When you and the applicant are satisfied with each other, you can prepare to talk about money.

But before that, there is one more step that can help candidates better understand the specific background of the Offer-take some time to let candidates know about your company's salary concept and what you can offer them differently.

Most importantly, don't give too many reasons at once just to emphasize how attractive your company's Offer is, but focus on the points that you think candidates are most concerned about.

In order to make the company's salary scheme stand out among many companies and win the favor of more candidates, it can also be described from the following points:

4 Faster development speed than competitors What will the company develop in the next 6 months, 1 year and 5 years, and explain why you firmly believe that the company has great development opportunities;

Reiterate how your company helps the target users that the candidate cares about.

5 Give specific figures If the candidate is a person with less work experience, then you must explain the company's valuation and potential growth space in detail, and explain to the candidate how to treat the stock options in the compensation plan.

Giving numbers is just the beginning. When talking about stock options, you should remember that candidates come from different backgrounds and be prepared to act as knowledge popularizers. Don't take it for granted that everyone can fully understand the practical significance of stock options to them.

Some people are familiar with the operation mechanism of stock options, but for most people, they are not so rich in work experience and may not know what stock options and options are at all.

You should answer every question of the examinee patiently, and don't hang up the examinee in a hurry. In fact, if the candidates need it, you need to communicate with the candidates by phone at any time.

6 enthusiastically follow up the candidates. Don't think that all the recruitment work is over here. Within one day after the interview, the recruiter needs to let everyone in the recruitment team share the good memories of the interview with the applicant in an appropriate way, and ask the applicant if he needs any help or support.

This method has two advantages:

Be friendly to the candidates and remind them that this is a welcome team;

Simple ways to maintain effective communication with candidates.

At the stage of evaluating the Offer, some companies will give some gifts to the candidates. However, I don't recommend this. I suggest giving gifts to candidates in my own name. Take this opportunity to tell the examinee that you value everything he says, but don't give gifts for the sake of giving them.

In most cases, after accepting the Offer, it usually takes several weeks or even a month before the applicant can officially come to work. Don't keep silent all this time. Invite new employees to participate in some activities that they may be interested in and share some interesting articles to remind them of your company.

Treat candidates realistically.

Treat other job opportunities in the hands of candidates realistically and provide them with valuable reference and suggestions.

Not all proposals will be accepted by job seekers, at least not immediately. In order to improve the success rate of entry, you may need to provide corresponding support when candidates measure other Offer. But this is not necessarily a bad thing. To win the hearts of candidates successfully, you need to have an effective strategy.

I strongly disapprove of forcing candidates to make a decision as soon as possible, but that doesn't mean you can just wait for the candidates to finally choose your company.

If the candidates are willing, find out which companies they are still interviewing and which companies offer them, so that you can focus on the key differences and advantages of these companies. But under no circumstances can you belittle other companies.

If you find that the salary offered by the company is not comparable to other Offer in the hands of candidates, these methods are recommended:

1 In terms of salary, without changing the overall salary scheme, the competitiveness of the Offer was improved by providing a one-time signing bonus. You need to be careful when adopting this method, or you will put yourself in danger-every candidate knows that as long as they strongly accept the Offer, they will get the signing bonus.

Appropriately adjusting the original salary scheme is another feasible choice, but it cannot be changed too much for two reasons:

In the process of a company's gradual development and maturity, you need to formulate a standard salary combination.

You need to let the candidates know that you take every job seriously.

If you stick to the original salary plan, you may lose a candidate, but your reputation will not be affected in any way. Don't try to offer a lower salary plan to the applicant at the beginning, forcing the applicant to communicate and negotiate with you repeatedly, so as to get a reasonable salary plan.

Come up with the best salary plan you can offer at the beginning, and then stick to it.

If you give the candidate a higher position, you do two things at the same time:

Put candidates in positions where they are incompetent;

Providing them with a title they don't deserve will only make you lose more in the end.

To be honest, if you use the job title as a bargaining chip to persuade candidates to join the company, do you know that candidates have really integrated into the company culture? Are you sure they are team-minded?

3 Non-monetary Value When the candidates make the final choice, you can ask them: "How do you evaluate an Offer opportunity? What is your evaluation standard? " Most candidates haven't really thought about it, so your job is to help them evaluate a job better.

Secondly, you need to help candidates understand the problems they face and the main job responsibilities they are responsible for after the company. Including:

A.is this a difficult problem to solve?

B.can it play a big role?

C. what kind of role will it play?

D. Is the problem to be solved feasible from a commercial point of view?

After all your efforts, it doesn't matter if you still can't convince the candidate to join your company. Everyone is making what he thinks is the best decision, and what he thinks is the best decision may not be in your interest.

Therefore, don't feel offended if they refuse your proposal. In fact, in some special cases, I even encourage the candidate to choose other more competitive quotations, because I think that is the most suitable for him.

Even if the candidate doesn't join your company, it takes art to make final communication with the candidate. Think of this exchange as an opportunity to be a mentor, so that candidates will remember you and be grateful to you for many years to come.

Let candidates know that the door of your company is always open. If you want to join the company in the future, you can contact you at any time. It's a small world. Who knows when they want to rejoin your company?