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Why “offer accepted” is not the end of the recruitment process
Buy-back is a common scenario for Local Authorities in this competitive market: you appoint a candidate, and then, a month or two later, they inform you they’ve accepted a different offer or decided to stay with their current employer.
It’s easy to feel frustrated. You’ve invested time in creating a recruitment campaign, securing budgetary approval, reviewing CVs, shortlisting, interviewing, and managing an offer acceptance. It seems like a job well done, doesn’t it? Unfortunately, this is where many make a critical mistake. The candidate accepting the role is a significant milestone, but it isn’t the end of the process.
At this stage, you’ve successfully determined the candidate is right for you, but you still must continue proving that you’re right for the candidate. Anyone who has changed jobs understands the unsettling period between accepting an offer and starting a new role. Doubts can creep in, or other offers may be made. A recent survey of nearly 3,500 candidates revealed that 50% of respondents accepted a job offer over a 12-month period but backed out prior to starting.
Let’s explore strategies we employ to manage this period.
Sign on the dotted line:
No sooner the offer has been made, momentum must be sustained to enable the candidate to resign with confidence. Where pre-employment checks need to be met, stay in contact with HR and the candidate to see how any processes can be expediated. They won’t resign until they have that contract.
Consistent Follow-Up:
Don’t go silent after a candidate accepts. Every day between the final interview and their start date is another day for their memories of how good this opportunity is to fade little by little. Reach out regularly to express your enthusiasm for their start and establish open communication. A quick call or email can remind them why they chose your offer.
Informal Connection:
Arrange a casual meeting before they start to build rapport and ease onboarding. This could be a coffee or a drink, providing an opportunity to understand them beyond their CV and lay the foundation for a strong working relationship.
Strategic Induction Planning:
Schedule their induction session for midway through their notice period. Three months is a long time to wait! Bringing the role to life in their mind and making them feel part of team before they join, can alleviate any lingering doubts and reinforce their commitment.
Time Investment vs. Cost of Replacement:
Many might think, “This all sounds great, but I don’t have the time.” The reality is that you do have the time. Implementing these suggestions likely requires around two hours. Compare that to the cost of restarting the entire recruitment process, which could easily consume 20 hours or more. Investing a little time upfront to ensure a smooth transition for your new hire is a far more efficient and cost-effective strategy in the long run. Retaining top talent is always more efficient than replacing it.
We are proud to be LLG’s first recruitment corporate partner. Our commitment is to provide you with expert advice and guidance for your campaigns, ensuring your hiring success. In addition to our advisory services, we can of course offer comprehensive recruitment solutions tailored to meet your specific needs.
Tom Hoult – Senior Managing Consultant | Venn Group
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