Make A Job Offer

The process of making a job offer to a candidate may appear simple at first=
 glance: you create the offer letter, ask management to approve and send it=
 to candidates. But each of these require time, effort and a good deal of c=
oordination and care.
make a job offer
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Recruiters send written offer letters to candidates upon request of the hir=
ing manager. This means that even if the candidate rejects the offer, recru=
iters would still have gone through the process of creating a letter and ge=
tting approvals.
How many people usually need to approve an offer letter before you can send=
 it to candidates? Some companies have many layers of approvals, including =
HR, CFOs, CEOs and other executives. While the time you spend to go through=
 each of these layers might make sense for senior positions, it could be co=
unterproductive for others.
Finding the right candidate is tough, so streamlining your job offer proces=
s ensures you have everything you need to hire fast. Templates, approval wo=
rkflows and e-signature capabilities facilitate effective and timely commun=
ication, helping you offer positive experiences that compel your best candi=
dates to join your company.
Here is an example of what to include when offering a job to a candidate. W=
e're excited to offer you the role of [title] at [company name ]. We believ=
e you're a great match for the [full- or part-time] [title] position. In th=
is position, you will be expected to [duties and responsibilities]. You wil=
l start on [start date] and report directly to [supervisor's name] at [work=
place address].
Making a job offer is the final stage of recruitment and selection. Once a =
candidate is selected, he/she will be issued an offer letter, which describ=
es the designation, job location, role, responsibilities, remuneration, ben=
efits, and a few terms related to the company policies.
After finding the right resource for the vacant job in the organization, th=
e offer is prepared and released to the candidate. It is crucial at this st=
age to follow a correct process in order to close the deal and ensure that =
the selected candidate joins the organization as per the terms issued in th=
e offer letter.
Once the salary negotiations are completed, the next step is preparing and =
issuing a job offer letter. During the confirmation of the job offer throug=
h phone call or mail, it is best to make the initial offer and discuss abou=
t the terms of the employment.
The process of recruitment and selection starts right from understanding th=
e requirements, sourcing, scheduling, shortlisting, interviewing, selecting=
 and finally issuing the offer letter. The process is not over till the can=
didate joins.
Employees usually have to serve a notice period before switching jobs. So, =
there is a time-gap of one month or so after a candidate accepts the Offer =
Letter till the time he joins the organization. During this time-gap, the r=
ole of a recruiter is important because the candidate may or may not join, =
even after accepting the offer letter! Hence, the recruiter should be in to=
uch with the candidate through mails/messages/calls till he/she joins the c=
ompany.
After days, weeks or even months of sourcing, shortlisting and interviewing=
 candidates, you have finally identified the right candidate for the role! =
The next step in your hiring process is to make them a job offer.
According to Gartner, decisive hiring managers hire 10% more high-quality c=
andidates, faster. If you hesitate and delay making a hiring decision, ther=
e is a good chance that your ideal candidate could accept another offer if =
they are undertaking multiple processes.
Clearly reconfirm what you are willing to pay them and the benefits they ca=
n access (this should already have been touched on earlier in the applicati=
on process). This will give them an idea of the total compensation package =
- most importantly, this manages expectations. If you are unsure of the mar=
ket rates or salaries, refer to salary guides to better understand what you=
 should be offering in your market and industry.
If the candidate is happy with everything on the letter after checking that=
 all details are correct, they should sign the letter, make a copy of it (s=
o they have one for their personal reference) and send a signed copy back t=
o you. As an employer, you should keep their signed letter on file in case =
there are any disputes in the future.
The prospect of losing a key team member is not attractive; beyond the cost=
s and length of time to replace a leaver, there will be a skills hole left =
and their departure could cause a feeling of instability across their team.=
 With this in mind, they may react to the news by promising your prospectiv=
e new employee more money, more responsibilities and more freedom in their =
day-to-day activities if they stay with them - this is known as a counter-o=
ffer.
Counter-offers can also be emotionally charged, playing on any existing rel=
ationship to try and convince the employee to stay. Phrases such as You're =
too valuable and we need you." "We were just about to give you a promotion =
but it was confidential until now." and "The Managing Director wants to mee=
t with you before you make your final decision." are all relatively commonp=
lace during counter-offer discussions.
If you get the impression that they have received a counter-offer, you shou=
ld remain calm and be diplomatic. There are a few things to consider which =
you should bring up when speaking to them that may persuade them not to acc=
ept it:
These pre-employment checks should only be conducted if they are necessary =
and for a specific purpose - if you are worried that your candidate may fai=
l any of these checks, make sure to start the checking process earlier so t=
o avoid any further delays to the hiring process.
It is not advisable to send a "yes or no" email or make an out-of-the-blue =
call asking your chosen candidate to make a decision. Rather, send an email=
 setting up a time to speak with them about the offer you want to make and =
to get their thoughts on it.
During your scheduled call with the candidate, make them an informal offer,=
 detailing what it entails, and answer any questions they may have. Before =
ending the call, let the candidate know when they can expect to receive the=
 formal job offer letter.
You'll want to get to this point fairly quickly. Don't go so fast that it m=
akes you seem desperate, but if you can get them from application to offer =
in two weeks, you'll beat most competitors to the punch.
Having discussed the particulars of the offer with the candidate over the p=
hone, you can now draw up a formal job offer containing detailed informatio=
n, such as the job description and compensation package they're agreeing to=
.
An easy, step-by-step guide to making a job offer. Includes useful tips and=
 examples.
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eceive the formal job offer letter.
You'll want to get to this point fairly quickly. Don't go so fast that it m=
akes you seem desperate, but if you can get them from application to offer =
in two weeks, you'll beat most competitors to the punch.
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ws to the people you didn't hire quickly.
","text":"Inform all applicants that the position has been filled. Don't ov=
erlook this part as it's an important part of employer branding. Treat the =
candidates you passed over well and you may be able to tap them again when =
the right position does open, or get referrals from them in the future.
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]]} Job Offer Letter Examples:Here are some examples from big companies, in=
cluding the offer Marissa Mayer received to become the Chief Executive Offi=
cer of Yahoo:
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