How should HR manage the offer period when the applicant receives the offer but doesn't come?

A hundred miles is half of ninety miles. Looking at the whole recruitment management process, the "homework" done in the early and middle stages is the most.

But within three weeks after the offer is issued, we can call it the "post-recruitment stage". HR often feels "determined to win", but it is this seemingly calm "window period" that has laid a hidden danger for brain drain.

The loss rate of Offer as high as 20%, 40% or even 100% makes HR repeatedly exclaim "I have read something wrong".

If the adaptation period of both enterprises and employees is called the "honeymoon period" when employees join the company; Then, the period from the Offer of the enterprise to the employment of the applicant can be called "ambiguous period"-however, everything has not been settled yet, and many uncertain factors will cause the applicant to change his mind, thus changing the direction of the relationship between the two parties.

So, how can enterprises successfully survive this special period? Continue to attract candidates and successfully retain potential employees Offer offering?

Establish contacts and let future employees "own"

The transition from prospective employees to regular employees is actually a process in which enterprises and applicants have never established contact. Therefore, the first thing an enterprise should consider is how to establish contact with prospective employees.

Talents are scarce everywhere, and HR needs to treat them as customers and carefully analyze their psychology and behavior.

Whether it is a fresh graduate who has just entered the workplace or a social practitioner who already has some workplace experience, the recruitment team needs to keep in touch with them in a way that they are interested in and win their trust.

? For example:

A software company has developed an internal "friend circle" system. Candidates will receive the system login account and information sent by the company when they get the Offer. Prospective employees can search for future colleagues through office and department options and add them as "partners", pay attention to their work and life dynamics, enter the work and life circle of company employees, and know their hobbies in advance.

In this way, on the one hand, the company has promoted the internal APP, on the other hand, this communication platform, which is only open to employees within the company, will give candidates a feeling of "being one of their own".

Enterprises and HR should actively create a communication atmosphere, so that prospective employees can feel the company's humanistic environment in advance, and see the company's sincerity from it, which also lays the foundation for maintaining attractiveness, increasing trust and helping employees quickly integrate.

The reason why the offer period is easy to change temporarily is because there are many external factors that affect the choice of candidates.

In order to avoid the influence of these changing factors, HR should try to shift the attention of candidates to the enterprise.

? Give another example:

COFCO has made many fruitful attempts in caring for new employees:

★ The Offer of prospective employees is no longer just an Offer, but "to beno. 1". This kind of Offer with a sense of ceremony and honor makes candidates feel the company's trust in the target employees;

★ Establish a special welcome website with the theme of warmth and care. Prospective employees can log in with the special code on the Offer, and then they can communicate freely with colleagues who have joined the company at the same time, and also receive greetings and help from team members and leaders.

On the website, prospective employees can seek help from the human resources department at any time, and many old employees provide sharing and help as mentors, so that prospective employees can understand and integrate into the company more comprehensively.

Offering an Offer is a key point in the recruitment process, which deeply affects the feeling of candidates turning into employees. Therefore, HR should try to grasp this key node when contacting candidates.

More and more start-ups have turned the caring ceremony for new employees into a setting similar to the game of breaking barriers, which can stimulate prospective employees' interest and expectation for future work to the greatest extent.

? For example:

After receiving the first Offer, prospective employees will receive "mysterious emails" one after another once they confirm it. Each email will contain information about the new environment, skills and so on. And show the corporate culture to the newcomers in the form of pictures and texts. At this time, the candidate's interest will focus on the next email, and the once wavering attitude will become more and more clear.

In addition to interesting online games, many enterprises have carefully prepared welcome meetings for new employees. The combination of online and offline greatly shortens the discomfort of new employees in the face of unfamiliar environment, helps them to understand the company's vision more deeply and manage and plan their careers more efficiently.

Strengthen the employee experience, be sincere and don't hide it.

With the rapid development of the Internet, many "little secrets" in enterprises have become the emperor's new clothes, which also reminds enterprises that the secretive recruitment methods in the past are no longer applicable.

HR should communicate sincerely with prospective employees, so that they can know the real situation of the enterprise to the greatest extent and avoid the hype during recruitment, but the actual situation is quite different. In addition, the best way to accelerate the transformation of prospective employees into "enterprise people" is to experience the work scene directly.

At the same time, some internet companies will ask the fresh graduates who signed the contract to come to the company Offer an internship, and participate in the practice with real swords and guns.

During the internship, the company arranges positions according to the positions applied by the candidates, the results of skills assessment and personal interests. Their first contact is generally customer needs, but they don't necessarily go directly to R&D or product development departments, but start from basic work and quickly understand customers and on-site workflow.

If candidates can concentrate on their work and adjust their mentality as soon as possible during the internship, they can adapt quickly after work and greatly shorten the post adaptation period.

There are also many enterprises that will issue prompt cards to prospective employees, which are solutions from standard problems. Individual companies even made employee handbooks specially for new employees, which contained many graphic scenes. Through such a manual, employees can quickly understand the daily life of the company and solve many problems that employees really care about.

Many enterprises have also produced internal publications or yearbook materials, which are distributed to prospective employees together with the Offer, which has also narrowed the distance between enterprises and prospective employees.

Put into training in advance and increase the weight.

For many technical and cross-border positions, enterprises can advise prospective employees to take advantage of the time before joining the job and step up internal training after being admitted.

? Give another example:

For some software engineers, the training fee for project management qualification certification can be reimbursed within a period of time after joining the company. In most IT enterprises, this certificate not only means an increase in salary, but also a necessary qualification for job promotion.

This way, which is similar to the training agreement, further increases the weight retained by the candidates, and invisibly adds another "rope" to hold the candidates.

In fact, enterprises have different talent management concepts and different ways to retain "Mr Right".

The most important thing is to establish communication and form a trust relationship, so that job seekers can feel the importance attached to him by enterprises.

The ambiguous period before employment is the basis of the honeymoon period after employment, and it is also an important indicator of the retention rate of new employees. During this period, enterprises spend more time to let prospective employees feel the culture and warmth of enterprises, which is also an important opportunity to enhance the image of employers.

Even if the candidate really chooses another position, at least he can leave a good memory in his heart.

Here are some ways to manage the "window period" of employees in the "post-recruitment stage":

First, the issue of the offer should be paid attention to

● Courtesy and congratulations

● Invite companies, departments and positions

● Detailed time and place of participation.

● Docking person and contact information

● Materials required for entry formalities.

Second, control the induction period.

From Offer to formal employment, enterprises should have a "guiding time limit". Generally speaking, it should be within a week. In case of special circumstances, the maximum time is 15 days, especially for some "high-end positions".

Third, refine the "inductive process"

What needs to be clear is that the "inductive process" mentioned here is not a simplified "inductive procedure". Since the offer was made, the whole induction cycle has been in the category of "induction process".

First of all, the person in charge of enterprise recruitment should formulate and improve a Handbook for Handling Entrants, standardize and standardize it in the form of SOP, and treat different positions differently in the middle, which is clear at a glance.

Secondly, according to the size of the company, employees should let all employees know the "arrival" and "existence" of new people through a channel after completing the entry procedures.

Four, equipped with "liaison"

Some experienced employees need a "liaison" to help them integrate into the environment as soon as possible after entering the new company environment and department environment, which often becomes the key to the stability of new employees.

Grasping the "post-recruitment period" from offer to employment can really ensure that "Mr Right" can successfully join the job and work in the enterprise with peace of mind.

In short, the employee experience is not lip service. The real employee experience actually begins with the first telephone greeting between HR and the applicant.

Communication, growth and promotion are the key to retain talents!

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