Preparing the Job Offer

Introduction: Hiring Is Not Guaranteed.

It is crucial to understand one reality of recruiting: having made a flawless selection and identified the ideal candidate in no way guarantees hiring.

It must be assumed that a high-value candidate is probably participating in other selection processes simultaneously with other companies.

Therefore, the candidate is also in an evaluation phase, deciding which job offer he or she will ultimately accept.

Because of this competition, it is a critical mistake for the manager to disengage from the process after the interview.

The team leader's involvement must be total, extending to the final and decisive phase: the presentation of the job offer.

Success at this stage depends on two key actions by the manager: meticulous preparation and active participation.

Preparation Phase 1: Economic Alignment with HR

The first preparation action is a strategic and indispensable meeting between the line manager and the HR department.

The objective of this session is to review line by line the economic proposal and all the working conditions that will be presented to the candidate.

A fundamental point of this review is to verify that the final offer (salary, benefits, flexibility, etc.) aligns with and meets the expectations that the candidate expressed during the interviews.

If the offer is below what was discussed, the risk of rejection is high.

This meeting also serves as a "war game" to anticipate possible negotiation scenarios: What will we do if the candidate asks for more? Where can we be flexible and where should we stand firm? Who (the manager or HR) will be in charge of communicating and handling these counter-offers?

Preparation Phase 2: Manager's Note Review and Anticipation

Parallel to the economic alignment, the manager must do his or her own individual preparation before sitting down with the candidate. This involves revisiting notes taken during interviews.

The goal is to extract and keep fresh the highlights of the applicant's profile: his or her key strengths, the specific competencies he or she demonstrated that guarantee success, and, above all, to be clear about how exactly that candidate will add value to the team.

Equally important is to identify the areas where the candidate showed weaknesses or learning needs, and to have a clear answer ready on how the company will support the candidate's professional development in those areas.

Preparation Phase 3: Anticipating Doubts and Objections

The final preparation consists of anticipating possible objections or doubts that the candidate may raise.

These doubts usually focus on logistical and short-term aspects, such as the ex