Marianjayson
Hr Manager
Ritesh_chudasama
Executive Search, Psychometric Assessment,
M.Uma
Hr - Recruitment
Gaurib
Hr- Recruitments
Powertechs
Director

Hi,
I am working as an Recruitment Consultant at Baroda. Since last 6 months I am facing one major problem that out of 10 selected candidates, 3 candidates are not joining the company after accepting offer also. Can any body suggest me that how to avoid this type of inconviniency..
Regards,
Ritesh

From India, Vadodara
Hi Ritesh,
Do not get worried. The problem which you are facing is very common in recruitment industry but you need to understand the candidate attitude at first talk over phone.
Try to probe the candidate more asking whether he has any alternative offers,CTC offer, the joining date, intentions of looking change and also analyse how responsive towards the interviews and feebacks.depending on these creiteria i think you should be able to judge a candidate .
Bye
All The very Best.
Suma Dinesh


Hi Ritesh,
As Suma said, this is the common problem in recruitment industry. And, Suma's suggestion will be definitely useful for you. But at the same time you also need to understand that why you are not able to sell the company (your client) to the candidate. If you change the pitch you are using for the candidates, you might be sucessful to attract them either for your company or for your client.
While recruiting you must rememebr that its not only company who is looking for good candidate, Candidates also look for the 'Good' company. Though good is a subjective term here. But understanad what candidate is looking for? Is he the suaitable match for the vacant position? After all after recruitment, candidate and company, both will have to move together in same direction.
All the best for your recruitment career.
Regards,
Jaya
:)

From India, Delhi
hi. i once faced similar problems and i understand hw grave your problem is. Offer reject will surely effect your performance.
As of my knowledge goes along with the usual thin used to determine the attitude of the candidate it is essential to build a very good rapport with the candidate and casually ask him what exactly he is looking for. Try to coaxe him/her with other lucrative offers which dont really exist. If he is the kind of candidate who is ready to jump companies for just a little increase in compensation then that candidate is very likely to quit or make an deal with his current boss for a salary hike.
Secondly you need to keep in constant touch with the candidate so that you make sure that he is going to join. If any day candidate is sarcastic then you can probably delay in presenting the offer letter. Hope this solves your problem. Dont loose hope....its all a part of recruiter


Hi Ritesh

Further to add to the points elicited by our mates, please just look at the following ideas

This common problem occurs with some candidates also due to the scarce information, they have about the client companies.

1. It is important that as a consulting company, we may assume responsibility to communicate the credentials of our client companies to our candidates. To do this, first we need to be more familiar with the ongoing improvements/ happenings with the clients..may be can request them to gain access to their news bulletin or may take their help in how best you can market your client's profile to the candidates

2. The credentials of the company may be CMM level, Awarded "The Best Employer for consecutive years by some IT associations like NASSCOM" The attractive Benefits of the client companies etc (few clients don't entertain the consulting companies in these, but depending upon your client norms, you can try this)

3. This can also be dealt with by taking the help of your client companies...Bringing to their notice on the barriers faced in losing candidates, reasons collected by the candidates as to why they decline the offers etc. Also you can always make your own analysis, share it with your team/ Management before discussing with the client.

4. If there are consecutive loss of candidate due to Monetary factors ALONE, please collect the relevant facts on the same and present to your clients. This may help like supporting your client by the appropriate facts and can leave room to check if they are also in par with the Market. But not with one or two instances this can be arrived, but has to be more reporting incidents like the same. Leave it open to the client for they may be the best in arriving at necessary alternatives. Please be careful enough not to make your OWN assumptions reach the client.

Please let me know if the above thoughts may work!!

I do really value the suggestions from others/ SENIORS/ EXPERTS to share better ideas.

Best Regards

Uma.M

From India, Madras
:D Hi All,
The information is very useful ,i am working as a recruiter and facing a very typical problem candidates refuse to join or leave the organisation within a week or so and most of the times it difficult to convince the candidates to join a medium size or small organisation even if the salary offerd is at par with bigger organisations can anyone pls help me how do i overcome this problem u can mail mje on :?
Regards,
vividha.


Hi All,

Interesting points on how to improve the acceptance rate of the employement offers made.Take out some time to read atleast once. -

Why Candidates Reject Offers

(and how to put a stop to it)

Managers and recruiters are too tolerant when a candidate rejects an offer. It's typical for managers to blame the recruiter, the compensation department, the candidate, or to just be accepting of the fact that "things happen."

Rather than accepting the "inevitable," it's important to instead study each rejection scientifically in order to identify the real reasons why offers are rejected. Even though acceptance rates naturally go up as the economy goes down, it's important for managers and recruiters to remain vigilant for average applicants (there is less change for top performers and key jobs), because the cost of a rejection in a key position can easily exceed $10,000. Great recruiters have offer acceptance rates of over 95%, and that's no accident when the average rate is often below 70%.

This article explores why offers are rejected and how to improve your acceptance rate.

The science of "the offer"

Most managers and recruiters look at the recruiting process as an art. That approach guarantees a low success rate -- because putting together and making a great offer is really a science. By doing your research and collecting data, you can dramatically improve the content of each offer you make.

It takes more than improving the actual offer letter itself to get the highest acceptance rates. It takes looking at the whole interview and selection process as a customer relationship management (CRM) problem. Once you realize that this is really a sales issue, and that successfully making an offer and selling a customer are similar processes, you'll see that you are merely trying to sell a customer (candidate), and trying to "close the deal" with a "yes."

Just like in sales, it requires a combined customer service and sales approach. Every other approach is just guesswork!

Steps you can take to find out why your firm's offers are rejected

There are a number of approaches to investigating why offers are rejected. Remember, there is substantial evidence to show that what top performers look for in a job is significantly different than what average performers look for, so be sure to "segment" you data collection between the two. "Reason finding" tools and techniques include:

1. Ask new hires what worked.

On their first day of the job, ask new hires which specific elements of their offer

a) were the most compelling,

b) had no impact, and

c) almost caused them to reject the offer.

Use this data to redesign the content of your offers to better fit their needs and expectations.

2. Capture offer letters.

Ask new hires on their first day for copies of the offer letters that they have received from other companies. Give them a small reward for complying, and use these offers to see where your packages are strong or weak.

3. Post-reject surveys.

Most candidates, when they reject an offer, tell you "it was the money." It's a great excuse, because it generally absolves managers and recruiters of all blame. Unfortunately, it's generally not factually true...it's just an effective excuse. If you really want to find out why candidates reject your offers, ask them three or six months later why they turned you down. There are several market research firms that will do this for you, and the results, almost universally, show that it was not "the money."

4. Call the executive search firm.

If the candidate is referred by an executive search person, an informal call to them after the rejection will often get you the "real reason." (Occasionally, prior to the offer, they will also know the general expectations of the candidate.)

Remember, also identify why "future applicants" might reject offers:

5. Focus groups.

Conduct focus groups at trade shows or industry events to identify why most people reject offers. Remember to also look at the positive criteria, and ask candidates the question, "What are your job acceptance criteria?"

6. Utilize the research of others.

Identifying what excites employees in a job is not difficult. Research by the Gallup organization , McKinsey, and Watson Wyatt have all identified a series of on-the-job factors that excite both applicants and employees. Almost all of these "satisfaction factors" are controlled exclusively by the line manager. Seventy-five to eighty-five percent of the reasons that make offers and jobs compelling are controlled directly by the supervising manager. Common satisfaction factors include two-way communication, growth and learning, flexibility and control on what they work on, whom they work with, and when and where the work is done. As a result, it is important to make it clear to the candidate both within the offer letter and during the selection process how they will be managed if they accept.

What to ask them

Ask them to force rank what they want "more of/less of" from their current (or next) job.

Ask them to describe their dream job (in terms of location, co-workers, projects, boss, work environment, etc.). Consider asking them to draft "their own offer."

Ask them to describe their job from hell (so you can avoid those factors). It's important to ask them to weight the factors, because each does not play an equal role.

Next week, in Part 2: a list of the actual reasons why offers are rejected and how to improve your offers.

How To Improve Your Candidate Offers

Part 2

The top reasons why candidates reject offers? If you do an in-depth study of rejections, you will find some interesting things.

It might surprise you that the number one reason why people reject job offers is not because of the content of the offer. Instead, it is because of the poor way applicants were treated during the screening and selection process. Cancelled or postponed interviews, dull interviews with repeat questions, and delayed hiring decisions send a negative message to candidates with choices. It's easy for these candidates to make the obvious connection between the way they are treated as applicants and how they will undoubtedly be treated after they are hired.

The number two reason why people reject an offer is that their colleagues and friends advised them not to work there. Yes, applicants get advice before they acceptor reject offers. You can help combat any negative advice by improving your reference phone calls. Many candidates, as it turns out, ask one or more of their job references for advice on whether to accept or not. So rather than just asking references about the candidate when you call, be sure to "sell" each reference on your company and the opportunity. By exciting the references, you improve the chances that the references will give positive advice if they are asked by the candidate about your firm's offer.

In a broader sense, you can avoid most negative offer acceptance advice by being listed on the various "great places to work" lists, by being written about in industry publications, and, in general, by building your great-place-to-work brand. Having a strong employee referral program can also increase your image in the community/industry, as a result of legions of aggressive employees continually telling friends why your firm is so great.

OTHER REASONS WHY OFFERS ARE REJECTED

THE OFFER ITSELF WAS NOT COMPELLING.

In other words, the offer was off target (it didn't meet this candidates acceptance criteria), it was bland, or it contained no "wows." Managers need to realize that candidates need exciting elements in their job offer so that they can "brag" about them to their friends and family.

THE OFFER PROCESS ITSELF WAS NOT EXCITING.

The offer was delivered in an unconvincing or impersonal manner. Failures can occur when a senior executive did not follow up the written letter with a call or when the call itself wasn't passionate. Smart managers "script" and pretest these calls to ensure that they are compelling and passionate.

DEAL BREAKERS OCCURRED.

The offer included "deal breaker" elements, which caused the candidate to reject the offer immediately. To avoid this problem, potential "turn off" factors must be identified and avoided at all costs. Deal breakers are often negative elements that already exist in the candidate's current job (negatives that they obviously do not wish to repeat). Smart managers identify any deal breakers and candidate questions well in advance of the offer letter.

THE LETTER FORMAT.

Another reason why offers are rejected is the form and format of the offer letter itself. Letters that are overly legalistic (with a lot of find print) are turnoffs. Also letters that leave out key promises that were verbally discussed will invariably frustrate the candidate.

OVER-FOCUS ON PAY.

A major error made by managers is focusing on the money. The money is important, of course -- but the non-monetary issues are much more important (as much as 85% of the decision is non-monetary).

PAY CUTS.

A lowball offer, where the money offered (given the cost of living) is the same or below what they are currently making, will often be automatically rejected and considered as an insult. For candidates with multiple offers, it is generally also an insult if you offer 10% below what other competing firms have offered the candidate.

WAYS TO IMPROVE YOUR OFFERS

It's important to realize that developing great offers is really just a market research problem. If you view the process as one where the applicant is making a "purchase decision," using a process that is little different than any other major family decision (like buying a house or a car), you can learn to treat the process as a sales problem and study how big-ticket items are successfully sold. You will then be well on your way toward offer success.

It's really quite simple. Identify their decision criteria, weigh them, and then try to meet as many of the highly ranked ones as possible in your offer. In addition, to avoid the offer "reject" reasons listed above, managers and recruiters need to keep the following points in mind:

The single most successful offer closing tool is having a CEO call the candidate and ask her to, "Join us, and let's you and I build this company together." A passionate and personalized call from a senior executive (generally someone they didn't meet) works almost without exception.

Having team members ask the candidate directly to "join the team" can be compelling, because it shows that their peers want them. The request should be done immediately after the interview and with some level of excitement. Sometimes a phone call right after the offer is actually received can also be effective.

Remember that managers are generally bad salespeople (to be kind), and that they need sales help. They generally need aid in the form of information that tells them what candidates generally expect and what the competitive job market is offering. Provide managers with "side-by-side offer sheets" that demonstrate what the competitors are offering, and in which areas your offer is clearly superior.

Make your benefits real. Be careful when you use subjective terms describing your features like "work/life balance" and "growth opportunities" during the interview and in your verbal offer calls. If you expect to differentiate yourself, you need to quantify these terms in order to make them real, by showing how frequently they occur and citing specific real-life examples (or stories) that applicants can directly relate to.

Asking top candidates (during the interview process) what other offers they have will occasionally get you some benchmark (but often a bit inflated) data about what others are offering.

Managers can avoid the error of making "lowball" pay offers by asking recent hires, internal recruiters and executive search professionals about what the real prevailing pay rates are.

Remember: job decisions are not made alone. It's important, wherever possible, to involve the spouse in the decision. You can improve your chances of getting family support by sending them information about the company. Sometimes a simple gift or a sample of the company's products sent to the home will also make a difference. Sending "the kids" T-shirts can also have an impact.

You can't afford to be naive in the offer process. So you should assume that the very best candidates will get other offers in addition to yours. Prepare for that eventuality by not making an initial lowball offer, with the intention of raising it later if necessary. Do competitive offer analysis (with your direct talent competitors) to make sure that your offer is superior to those of the competitor the first time out.

Everyone wants to know where he or she will be in a few years. So it's wise to show candidates, by giving them concrete examples of how previous hires have actually progressed. Give them a projection of where they might reasonably expect to be at your firm in two to three years if things go well.

Because most employees want some control over their work life, be sure to give them some choice over job assignments, schedule, and projects. Try also to exclude them from certain tasks they don't like. You might also allow them some choice in who they work with so that they get to work alongside a friend or someone they can easily relate to.

Let them know that on their job they will have access to high-level information. This is important, because it not only improves their ability to do their job but it also shows them that you trust them.

Be sure to provide them with some symbols or indicators of status just in case they have an ego or need to brag about some status symbol to their friends. This might include the opportunity to supervise someone, invitations to high-level meetings, a larger or better located work area, and advanced equipment or tools.

Incidentally, it's not the money. There is a great deal of data to demonstrate that top performers never accept a job based solely on the compensation. By focusing on the money, managers get distracted and, as a result, fail to provide the applicant with what they really want.

It's important not to delay offers. Make verbal offers quickly and follow up with a written letter right away. The top 10% will be gone within 10 days, so minimize approvals and approval delays

STEPS IN A COMPELLING OFFER PROCESS

It's important that your offer process is logical and that it follows a standard format. Here are the basic steps for an effective offer process:

Get your best "sales closer" from your sales department to help you design and troubleshooter the process.

Do your market research to identify what most candidates expect.

Do your market research to identify what this specific candidate's job acceptance criteria are.

Developed effective screening and interviewing processes that are fast, friendly, and don't waste a candidate's time.

Design (or redesign) a job with the above criteria in mind. Make sure the job is differentiated, and that it has some "wow" features that candidates will want to tell there friends about.

Give them an opportunity to do what they do best.

Give them an opportunity to do the best work of their life.

Make the job description exciting and compelling.

Ask them early for their minimum and their "can't refuse" offer.

Identify any "must haves" and "deal breakers" so that you don't get blindsided later.

Tell them your realistic salary range early in the process so that you don't frustrate them later. Ask them for their minimum salary requirements.

Train your managers and recruiters how to sell. Be sure they understand the elements of a world-class offer.

Provide managers with side-by-side offer comparisons so that they know where your firm is superior to you competitors'.

Sell them during the interview. Make sure that you include exciting people in the interview process.

Sell their references and mentors.

Give managers flexibility both in offers and counteroffers.

Consider verbal offers to get an initial reaction, and maybe a tentative approval.

Sell the family as well.

Fix any internal inequities (as a result of their exceptional offer) fast... but later, after the candidate is hired.

Measure candidate and manager satisfaction.

On the first day of hire, ask them what worked and what didn't.

Include feedback loop in the process to continually improve your offer process and results.

Follow these steps and on you're on your way to developing compelling offers that top candidates will respond to enthusiastically

Regards,

gauri

From India, Bangalore
Hi All, You can all find this article at Regards, gauri
From India, Bangalore
The problem that you are facing is very common in IT market. Most of the candidates who come from fake companies are doing this kind of silly issues. First of all, we have to interact with the candidate who is interested to join our concern and collect all the information about previous employment experience. We have to know what he is looking for we should not expect him to answer every question. we have to check is confidential level and we should not blindly put the words that we will give offer at the week end. We have to make sure that when he can join our team. According to that we have to do the process.

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