Archives For Step 6- Make an Offer

After you find the perfect candidate, it’s time to close the deal! Make them an offer of employment. Some candidates may negotiate, so be prepared!

Rejection is hard. No one likes to say no, and no one likes to be said no to. But when you have two to three great candidates, and only one job title to hire for in your company, unfortunately, you will have to deliver some bad news. There are a few things to think about before you speak with a candidate who isn’t moving forward.

job candidate facepalm

First, understand why you need to follow up.

The farther a candidate goes into your process, the more interested they are in working for your company. They are investing more time and energy into landing a spot in your special role. If they are not the right fit, don’t lead them on or hang them out to dry. It is good to keep them in the loop, but also important to consider the timing of your response. If if you’re in the phone screening phase, and you know early on they won’t be a good fit, then deliver the news. By avoiding them or not following up altogether, you might be holding them back from other opportunities that they could be going after. However, if it is a candidate that has moved further along in the process, you should wait to deliver them a rejection until the other top candidate officially accepts. If the candidate does not accept, you will have another top candidate or candidates at the ready. Whereas if you were to reject all the other candidates right away and your pick does not accept, you will have to re-start the process.

Second, consider the method.

If you are turning down a candidate who had made it to the final stages of the process such as second interviews, you should call them. Let them know that you appreciated their time throughout the process and that it was a hard decision. If you would consider hiring them for another position in the future, let them know that they should apply for those opportunities if they really want to work at your company later on. If your candidates did not pass the phone interview or first interview, a general follow-up email would suffice to let them know you will not be pursuing their candidacy, but appreciate their interest and time.

Third, don’t feel so terrible.

Yes, telling a candidate that they aren’t moving forward certainly isn’t joyous, especially if you have met with them a few times and they are in your top two. But think of it this way – if they were so qualified to make it that far in your process – imagine how far they made it (or will make it) in some other company’s process. It is likely that the candidate you reject will accept an offer somewhere else, so you shouldn’t feel like you ruined all of their hopes and dreams. Think positive, and understand that the candidate you reject will probably find another opportunity that is better suited for them.

Lastly, business is business, but remember bad news shouldn’t leave a bad impression.

When you deliver a rejection, whether it be in person, via email, or over the phone, make sure to do it gently. While you want to make it clear that you won’t be moving them forward, you also don’t want to say it in a condescending or harsh way. Every interaction you have with a candidate is a chance to sell your Employee Value Proposition to the talent world. Leaving them feeling like their time was wasted or they were bad candidates will give them a bad impression of your company and how you treat people. This can lead to bad company reviews online or through word of mouth, so be sure to get your point across in a nice way. If a candidate presses you on why they are not moving forward, you can explain it was a difficult decision, competitive, and you had to consider every detail. Be very careful in your choice of words when delivering the news. You do not want to say anything that would put you or your company  in a situation where you risk being accused of discrimination. The best thing to do is to thank them for their time and wish them the best moving forward on their job search.

For most people, rejecting someone or taking rejection is just plain difficult, but it’s a necessary task. We can’t hire them all, and we certainly cannot take every rejection we deliver personally, because, in the end, you need the right person for the role, not just anyone. As NewHire puts it, “Every job deserves the right person!” and your job is no exception. You will have to reject some good candidates along the way in order to hire the right candidate. For more information on best practices for making employment offers, check out our webinar recording on Step 6 in the recruiting process: Hire ’em!

As a kid, the phrase “Don’t put all of your eggs in one basket!” always stood out to me as kind of silly. The idealist in me said, “But if they’re all in one basket, then I can carry them all at once.” And, yesterday, as I stood looking at a dozen shattered eggs sprawled out over my kitchen floor, the idealist in me was very, very silent.

I don’t know if I’ll start  keeping my eggs in more than one carton, but at least now the essence of the adage is not so lost on me. Especially when it comes to your business, employees, or products, having a back-up plan is essential for those things in life that are difficult to replace. As careful as you are in everything you do, at some point, you’re bound to drop a carton of eggs on the kitchen floor.

Step 6 - Sean's Blog Copy

The place in the recruiting process where most employers forget to diversify is during the final offer – Step 6 in our 6 step recruiting process. A business has done all the up-front work necessary. That includes developing a compelling Employee Value Proposition, writing a great recruitment ad, and assessing the candidate pool adequately. They bring in some fantastic candidates, interviewed them, and found a few that fit the position and company culture. Finally, they choose one. What now? The business sends an offer letter to the top candidate, and when that candidate accepts, the business forgets about the other great talent they just spent months trying to find. Or maybe if the HR Manager is feeling polite, he or she sends the top few candidates an email that says, “Thanks but no thanks, we’ve filled the position.”

Perhaps you see where this is going. Top Candidate starts on day one, picks things up pretty quickly and is enjoying the company after a few weeks of working there. But then Top Candidate gets a call from her last employer. After some groveling, and a tremendous salary increase, Top Candidate goes back to her old company, and we are left standing in a pile of egg yolks.

In sales, a company would never let a qualified prospect off the hook because they found another qualified prospect to sell to. So why do we throw away good talent so quickly? Especially given the understanding that retaining great employees is so difficult, why throw all of our eggs in one basket?

That moment when your top candidate accepts an employment offer is a wonderful moment. Especially for a business that’s been searching to fill this position for a few months, or even a few years, it can be liberating. But it is also a crucial moment in the hiring process, and one that most small businesses can’t afford to get wrong.

Keep a clear head and check your optimism. Take the good talent you found during the first 5 steps in the hiring process, and just like you would in sales, continue to engage with them. When good talent comes around, remember that “not now” is always better than “no.” A great way to express this to a candidate is as follows:

“We hired a person for this role, but we are always looking to add great people to our team, and throughout the interview process we recognized that you are immensely talented. We would love to add you to our team once we have the capacity to bring on more people. Would you mind if we stayed in touch over the next few months to see if we can do that?”

Imagine hearing that kind of a “no” as a job candidate. The worst the candidate could say is that he or she does not want to hear from you, in which case you are no worse off than you were before. A recruitment process that works like a sales process ensures that once you’ve found good talent, you don’t let them off the hook until they give you an absolute, definite, no. This way, you’ll never be left standing in a pile of cracked eggs with a recruiting emergency on your hands, and your company will continue to add great talent with every hire.

Hire better salespeople NewHireLooking to hire your own sales superstar? Check out our Roadmap on How to Hire Better Salespeople. You’ll learn the 3 job boards you have to be on to engage with sales talent, the assessment strategy you’ll never hire another sales rep without, and the best interview tips for hiring sales reps. Get it here…

The finish line is in sight. You clicked send, and the employment offer is now in the hands, or at least the inbox of your future employee. You let out a sigh of relief. You and your team have been at it for months, and you have finally found the ideal candidate for a key hire. I bet you feel eager and excited to move along and get this person onboard. I know that’s how I feel when I get to this part of the recruiting process.

But your heart sinks when you read the candidate’s reply asking for a time to chat about the details of your offer. The finish line seems to be getting further away.  Don’t panic! Here are a few key things to wrap your head around as you launch into the final stretch of the recruiting process.


It’s normal.

Salary negotiations are a normal part of business, just like contract negotiations. A quick Google search on salary negotiation yields nearly 3 million results. Most of the blogs and articles I looked at are geared towards coaching candidates, which suggests that neither you nor I should be surprised when a candidate negotiates salary or benefits.

Take heart, especially if negotiating is part of the job expectations (work behaviors) for the position you’re hiring for.  If negotiating is a job skill you’re expecting (for example sales reps, purchasing managers, or project managers) then you might actually be pleased to see the skills in action. Soon enough the candidate may be an employee using these same strategies on your company’s behalf.

Don’t go in blind.

Craft a strategy and a negotiation plan. Employer’s negotiating strategy can be strongly impacted by the job title and experience level needed.  Every position does NOT carry equal opportunity for negotiation. Consequently, candidates applying for entry level positions, or positions where a larger pool of qualified talent is available, are likely to find negotiations less fruitful. While candidates with high level technical skills or advanced experience or education may find that they have more leverage.

If you expect the candidate to negotiate, have an understanding of your budget and know when you are willing to walk away.  Consider what parts of the compensation package you are able to negotiate.  Total compensation is more than just the employee’s salary, consequently it is advisable for the employer to uncover what the candidate may value and won’t increase the base pay but will build good will and reward top talent for a job well done.

Here are a few ideas for negotiation:

  • vacation days – especially around public holidays
  • work from home options
  • available perks
  • bonuses on success
  • paid training
  • travel
  • mentoring opportunities
  • time to volunteer

Build rapport.

During an employment negotiation you are building a working relationship and laying the foundation and tone for the future. Both parties should behave professionally. Look for common ground that will satisfy the candidate and not break the bank.  Look for win-win opportunities. Consider the risk and cost of losing this candidate and having to go back to square one with recruiting.

Other influences.

The state of the economy, in particular the employment market, may impact the negotiation. A recent report from the Wall Street Journal confirms that the job market is heating up. Non-farm payrolls are on the rise, and unemployment is falling. Additionally, the aggregate weekly hours of all employees is as high as we’ve seen in a decade. While wages are not yet reported to be on the rise, there is considerable pressure suggesting that may change. It’s not 2009 any more and there is competition for top talent.

Candidates are well informed, and knowledge is power. Candidates use a variety of resources to know what constitutes a competitive wage and benefits package in their industry and geography. Candidates also have access to online employer reviews and may use social media to network to current or past employees. The online resources available to candidates have increased substantially and this knowledge can empower candidates when they negotiate.

Remember that every job deserves the right person and part of the process of getting the right person might well include a salary negotiation. This negotiation is a dialogue between two people intending to reach a mutually beneficial employment outcome.

Recruiting Q&A

During a conversation in May with some of the top executives at small and mid-sized businesses nationwide, NewHire asked them to write down what questions they had about recruiting. Many of the questions we received in response fell into categories that we define in our 6 Step Recruiting Process.

Below is part two of a two part blog series outlining answers to those pressing questions. To see Part One of this blog, and the first three steps to the recruiting process, click here.

Step 4: Interviewing

Q: How do I interview to know if someone will fit in sales?

A: The recruiting process for sales reps should mirror the selling process for your sales reps as closely as possible. Be polite during an initial phone screen, but don’t be afraid to tell a candidate, “I’m not so sure this is going to work.” Their answer to that comment will give you an idea of how good they will be at handling objections.

Also, if you think you have the right candidate, give them a chance to close. Forget about the candidate for a day or two and see if they call you to follow up.

Finally, there are a variety of sales assessments available on the market that can pre-screen candidates for you so that you’re only talking to people who will fit in sales. Do some research, think critically, and decide if you want to invest in one that will help you find the right people.

Q: How can you match personality to company culture – during an interview, when people often don’t show their true personality?

A: We try to gauge “personality” or work behaviors, motivations, and personal drive in every step of the hiring process. From the initial application to the phone screen to the in-person interview, collect as many data points as you can about a candidate. If you still think they’re not showing their true colors, be up front with them. Ask them if you can expect to see the person they are presenting once they start with your company. Make it clear that if they’re not, both parties will be negatively affected. Being up front, even this late in the process, can definitely save you some headaches (and money) a few months down the road.

Step 5: Assessing

Q: When hiring for outside sales, how much weight do you give to sales assessments like Sandler?

A: This is very dependent on the job you’re advertising. If it’s a really good job in a talent-rich market, you’ll have enough candidates where you can afford to only talk to the candidates who pass the sales assessment that you subscribe to.
If it’s a really competitive market and you don’t have a wealth of candidates, it’s possible that you’ll have to make some exceptions or extend your search in order to find the right person. If you are having a difficult time getting enough recommended candidates from your assessment, look more carefully at the rejected candidates. Are there some that are close to right and have weaknesses that you can work with?

Q: How can we really find out how they performed in previous jobs?

A: Reference checks are good. But the word “really” in this question makes me think that person who asked might have been burned in the past. Sometimes, a bad reference check just serves as a peace-of-mind facilitator for the hiring manager.

Asking a candidate for proof of success can work. How many times has a sales candidate told you they were leading their previous company in sales and exceeding margins by 40%? A good response to this would be, “Hey, I’ve heard this from candidates in the past and ended up getting burned. I’d like to believe you, but I’d be more comfortable if you provided proof of your success. Can you?” They don’t necessarily have to, but their answer to this question can be a valuable indicator of success.

Step 6: Making an Offer

There were no questions about extending an offer to a candidate. However, things can definitely go awry if you’re not thinking this step through. Making a good offer that reflects the nature of the conversation you’ve been having with your top candidate is important. Be prepared to negotiate, though, especially with top talent.


Q: What’s the path of least resistance in recruiting, no matter the position?

A: I’m tempted to say, “Call NewHire!” Look, recruiting is not easy. It takes planning and execution, just like everything else in business. Easy processes with bad tools yield less than desirable results. You’ll pay for those results down the line.

Doing some work up front to define your target candidate and employee value proposition, write a killer job advertisement, and advertise it widely will get you good results when it comes time to narrow the candidate pool, interview the top 10% and finally make an offer.

The path of least resistance is still going to be difficult, but it will also be worth it. Great companies big and small have one thing in common: they put a great deal of energy into hiring well. They understand that in order to get the bus going in the right direction, you have to have the right people on that bus. That means hiring well should be hard. But it will be worth it.

Teamwork is so important that it is virtually impossible for you to reach the heights of your capabilities or make the money that you want without becoming very good at it.” –Brian Tracy

improving company culture

Once you have completed the hard work of recruiting and hiring it is now important to create, or expand on the essential – and sometimes overlooked – process of team building. A team that garners an attitude of trust and respect is tantamount to success.  If your employees know that they are all working toward the same goal, the individual efforts can quickly turn into fulfilling group collaborations.  Here are some suggestions for improving company culture to bring your team together.

Physical activities

The engagement of physical activities with your employees is an excellent way to not only promote health and wellness, but also promote the bonding that is unique to exercising with others. The experience of joining together in this setting can easily translate to the work environment and allow for your employees to trust each other in a different way.

The range of physical activities is extensive and can range from an office hike (if you have a smaller team) to large interdepartmental softball teams. For example, the J.M. Smucker Company holds bowling nights and softball games for its employees, and TIAA-CREF employees can play up to six sports on site. Getting people to work together on teams outside of the workplace is awesome for improving company culture. 


Attend a Speaking engagement

There are a multitude of speakers that discuss topics that can be transformative professionally and personally. Choosing a speaker that will educate your team in your field or that will enhance their personal lives is an excellent way to join together and encourage collaboration. A great way to gauge interest is to poll the work-force to see what kind of speaker or what specific speaker would be most appreciated. Successful personal and professional speakers include Eric Thomas, Ray Lewis and Steven Covey.

Surrounding area tour

Touring the town or city that you live in by boat, bus, or walking is a great way to get to know your environment with your employees and explore common areas of interest. It is especially welcoming to employees that you have relocated or that are new to the area. If you’re in a city, visit the historical district. If you’re in a rural area, take a farm/woods/park tour.


Scavenger Hunt!

Working together on a scavenger hunt is an excellent way for your team to collaborate as well as allow individuals to reveal their different skills sets under the high pressure circumstances. Everyone’s strengths and innovations are clearly on display during this challenging and surprising game, and it is a great opportunity for your team to gain new perspectives of one another.

The most comprehensive scavenger hunts ask participants to take photos of certain items with team members and give points for each photo taken. High scoring photos might include, “Team members with a Speed Limit sign that is not a multiple of 5.” Low scoring photos might include, “Team members assisting someone with their groceries.”

For a great Chicago Scavenger Hunt, please visit NewHire’s valued client, Windy City Fieldhouse.


Supporting your team members personal endeavors

If members of your staff are pursuing acting, sports, or another personal hobby, attending their event is a great way to recognize who they are as individuals outside of work, as well as build camaraderie. A show of appreciation for your team after work hours is a great reflection on how much they are a valued not just for what they do but for who they are.

Not only does team-building drive growth and productivity, but it also makes hiring and recruiting much easier, as it helps your company gain positive reviews on websites which are often visited by job applicants. These are a just a few examples on how to foster team work in your organization. Do you have any fun things in mind for improving company culture?

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Searching for a job is a lot of give and take. Especially if you are brand new to the workforce (see: the author of this post), it can be a lot more giving than taking. After all, you are leveraging a limited amount of experience against high ambitions.

“What’s your expected salary?” they ask, and you mumble back something about how your roommate with the same level of education and skills is making enough money to pay rent and buy a venti mocha every day, but you might settle for just the rent.

You apply, apply, apply and for every 30 applications, you hear back once. And if you are lucky enough to make it through a phone screening and two interviews, you have to wait. Whether two hours or two days, that wait can be nerve wracking. But if all goes well, you are hired.

Truth be told, the entire process is daunting and long. Not to mention, if you are anything like me, you may have jumped the gun on signing a lease and moving out of mom’s house before you had a job locked up.

Luckily, there are a few steps you can take that make finding the right job — and helping the right job find you — easier.


Let them see you:

A lot of job applications offer questions that are meant to weed out unqualified candidates. These screening questions allow hiring managers to see only the applicants who have the characteristics they find most important. They save both parties — employer and candidate — time and money. When faced with such questions, it is important not to sell yourself short. If you are applying to be a reporter for a newspaper and they ask for years of reporting experience, don’t leave out those four years in college you spent on the school newspaper. Experience is experience.

That being said, be honest. In the same way that you feel you deserve the right job, the companies with which you are interviewing deserve the right employee. If you aren’t qualified for a position, don’t waste your time or the time of the company by exaggerating or embellishing your skills.


Let them hear you:

If you have been invited for a phone interview, or better yet an in-person interview, wake up at a reasonable hour and prepare your mind and body for the day. Speak loudly and clearly. Be confident. I am certain I was screened out of the first job I received a phone interview for because I woke up just as they were calling and sounded groggy and slow. After that, I started to treat my job search as if it were my current job. I woke up early each day, got the coffee brewing, and went to work searching for a job.


Let them know you care:

If you’re unemployed or working a part-time job, but you are looking for a full-time position, use your downtime wisely. Prepare for common interview questions like:
What are some of your strengths and weaknesses? What was something you liked or disliked about your last job? Where do you see yourself in 5 years? Also, take some time to research the companies you have applied to. How do they serve their clients? How do they make money? Do they do any philanthropy?

This allows you to give thoughtful responses that might set you apart from your competition. When you get an interview, make sure to follow up afterward and let the company know your level of interest.

If you find that you have a lot of downtime, take some online tutorials on different skills that might be useful at the jobs for which you are applying. While I was job searching, I learned HTML programming and Microsoft Access for free on the Internet. Through those tutorials, I was able to put new skills to use in my job at NewHire.


Know what you’re looking for:

This is perhaps the most important thing to consider. When I was looking for a job, I started out not really knowing what I was looking for. I was thinking that I needed a high-paying position at a huge company, because I was a college graduate, darn it. As I continued searching and considered my past employment, I realized that the best thing for me would be an entry-level position where I wanted to live (Chicago) at a company that would let me express my passions for writing, interacting with the people around me, and maybe even telling a joke or two along the way. I wanted the room and freedom to grow at a company that valued growth.

When I started thinking about what I wanted to be doing each day, my job search narrowed significantly. Enter NewHire, who screened me, called me, interviewed me, and hired me after a few days of nervous wait time. Now I’m talking with people from all over the United States, writing blog posts, working on a team, and, yes, even cracking a joke or two. How’s that for a job search?

If you think you are ready to put yourself out on the employment market, check out our job board. We update it constantly with new positions available all over North America. If you are more of a social media guru, check out our Twitter and Facebook pages for frequent #hiring updates.

There comes a time in every recruiting project when a final decision is required. Sometimes the choice is obvious and sometimes it’s a bit less clear.

I consider myself lucky when the choice is less clear. It’s not that I enjoy worrying, though I’m pretty good at it. Rather, when I get all the way through a recruiting project and there are two strong candidates, I feel successful.

After all, recruiting is a process with more than one place to get de-railed. At NewHire we spend a lot of energy talking about 6 Steps to Hire Better. I know both from internal hiring and from the work we do with customers that each one of those 6 steps includes a substantial effort and opportunity for missteps. When I get to the end and have two finalists to choose from, I feel successful because I’ve made it to the finish line with out getting off track.

But I also feel worried. My personal goal is to use this worry as a motivation for action and NOT as a road block leading to indecision.

Here are some things I’ve done in the past to come to the final choice.

1) I review the job description and compare it to what I’ve learned about the candidate finalists.

2) I invite both candidates back for a second (or third) interview; sometimes that interview has included lunch. I include other team members so they can get to know the candidates and provide input.

3) I ask candidates to complete skills assessments and DISC and PIAV (work behavior and motivations assessments), if they haven’t already done so. And I compare their results to the benchmarks I have in place. I also talk to the candidate about their results. It can be very revealing to get the candidates own feedback on the accuracy of the assessment.

4) I call references, do background checks, Google the candidates, and look at their blogs and LinkedIn profile.

Here are some questions I ask myself and my staff, to help come to a final decision.

1) Whose work experience and past duties is the best match for the job we have outlined?

2) Are there any red flags in the behavior assessments or the reference checks etc?

3) Who brings additional skills or knowledge that we don’t already have?

4) Who is going to get along best with the team? Learn quickly? Speak up? Ask questions? Has the most potential in the future?

In the end, I go with my gut. Because I followed a process to identify the finalists, I’m confident both candidates can be successful on the job. I make a decision and extend a job offer. If I can’t come to an agreement with the first candidate, I have a hot standby and another opportunity.

Last but definitely not least: I don’t want to leave candidates waiting a long time for a decision – because the best people get other job offers.

Once the new person starts, I set up a short time horizon for the new employee’s initial review so that I can catch any issues early in the employment relationship.

Happy employees are productive employees. There have been many studies in the past that have bolstered that opinion.  Creatively keeping employees happy is a staple of being one of the top companies to work for in this day and age.  However, not every company can afford in-house daycare or a private fitness center to entice the best employees to come into the fold.  How does the small to medium sized business compete with Google or Intel in the world of offering their employees incentives?  They get creative with their perks – on a budget!

Perks are wide-ranging – they can encompass almost anything!  With a little brainstorming, it’s easy to figure out some budget-happy incentives that will keep many people happy.

Flexible schedules

Four 10 hour days per week, every other Friday off, or half-day Fridays are examples of easy-to-implement scheduling perks.  Many people appreciate being able to schedule more free time with their families.

Discounts and Rewards

Giving employees access to your company’s corporate discount rate for retailers or making corporate Credit Card rewards points available to them is an easy way to utilize resources more effectively and give employees some extra bonuses.


Cater lunch once a month.  Or host a pot-luck lunch if your staff enjoys showing off their cooking skills.  Have a pizza party or invite your staff to a local sports game or theater performance.   Most outings have discounted group tickets and employees will build camaraderie as they enjoy an evening out.

Personal recognition

Celebrating an employee’s birthday – or giving them their birthday off!  Celebrating their work anniversary or milestones like 5 or 10 year anniversaries help make employees feel appreciated.

Help employees feel good about themselves

Cover the cost of a local gym membership or sponsor a company team in a local 5k or charity race.  Encourage employees to volunteer for charities by making donations to causes they support.  These are just a few of the endless ways that companies can implement to make their staff feel more appreciated, important and valuable. What cost effective perks have you implemented?

When you’re looking to bring on a new employee, there are factors that both parties need to be aware of. Perhaps biggest among these is that both the company and the candidate need to be aware of how the employee will be integrated into the company. Of course, that means you (the employer) needs to know how the employee will be ushered into the company. This is not as simple as it seems. Here are some tips:

1) The job title matters

If you’re bringing on a salesperson and know that their main focus will be chasing leads and bringing in new business, the learning curve may be shorter than if you’re hiring a design engineer for a metalworking company. The job title has a lot to do with how much time it will take to make someone aware of company policy. Related to this, the level of experience for the employee will obviously play a big role in their need for guidance: An entry-level customer service associate will need different pointers than someone who has done it for a rival company for years.

2) Communicate your expectations before the hire

False hopes about job responsibility are a leading cause of employees leaving a job quickly. While going through the interview process – especially when you’re down to the final two or three candidates – you’ll want to explain your vision for their role. This should include the amount time you want them to spend working underneath someone, time spent shadowing someone, and/or when you think they’ll be autonomous. While you may have some company information that you’d like them to learn, it’s important for the candidate to know how much they’re expected to learn beforehand and how much they’ll learn on the job.

3) Be prepared for things to change

The best laid plans often go awry, so don’t fret if/when they do. There are situations that you can’t fully prepare someone for until they experience it firsthand. If you thought your training would take a month, but situation X doesn’t come up until month three, don’t worry about it. You can’t expect the new employee to know something that they’ve never had to deal with before and they shouldn’t expect to handle everything the first time it happens. Things can and will change within an organization. Do your best to prepare the new employee and yourself for these potential changes. If that means the job responsibilities may be transitioning, be sure to communicate with your staff about the changes.

4) Help

Even when you train someone for a couple of months, there are things that will take a few real-life applications before they stick. Whether it’s a procedure, a policy, or a standard practice for the company, not every detail will lodge itself in a new employee’s brain on the first try. Allow yourself some patience and help the person to do things right whenever they have a problem. By being willing to help an employee, you will actually be instilling confidence in that person, which makes it less likely that you’ll need to help them out in the future.

Overall, the best way to help a new employee get acclimated to your company is to make them feel comfortable. Ultimately, it will depend on the job you’re filling and will vary a little bit depending on your company’s style, but having a warm culture will go a long way in getting a new hire on their feet in as little time as necessary.

Employee perks

Imagine the following scenario: Job #1 offers $60,000/year + insurance, two weeks vacation, and sick days. Job #2 offers $55,000/year + insurance, two weeks vacation, sick pay, an onsite gym with free membership, and a masseuse who comes in every other week offering free 20 minute massages to the staff.

When dealing with top talent, companies need to separate themselves from the competition to entice prospective employees. Oftentimes the salary is similar between two jobs and it takes something extra to sweeten the deal; this is where perks and benefits come into play.

By accepting job #1, the employee will make enough money to pay for all of the perks offered in job #2 – probably with a few thousand dollars left over. However, just by reading the offers, job #2 sounds more interesting. Whether or not the employee ends up using these perks or not, the fact that they’re offered says something about the culture of the company, which can sway a potential employee.

Based on the set of perks and benefits, the employee can begin to make inferences about the hiring company. From this example, job #2 seems like a company that is looser, freer, and more concerned with your all-around well-being than the company in job #1. By offering what are essentially wellness benefits, the applicant gets a sense of the company culture and what kind of people they hope to bring in.

Job #1 comes off as standard. There are fewer bells and whistles, no fancy decorations, and no surprises. There is clearly nothing wrong with the job, and it even offers more money than job #2. But that standard offer is less exciting. People like bells and whistles – it’s the reason that the word “upgrade” exists.

While these assumptions may not be 100% reliable, they’re a start. For all we know, job #1 may even offer all of these benefits as well, but they’ll miss out on candidates by not advertising these things.

Candidates want to feel special. An employee wants to know that they’re appreciated and taken care of before they sign on to anything. The relationship is a two-way street: The candidate wants to know that they’ll be treated well and that their interests are being considered. In turn, this breeds a stronger bond with the company, inspiring the employee to stay invested in their work.

When looking to make a great hire, it’s all about finding the best candidates. By making a strong offer, you increase the number of people who will apply for a job, which increases the number of qualified candidates. Because of that strong offer – and perks certainly enhance the strength of the offer – you’re setting up your company to find better applicants.


 What are some interesting perks you’ve heard about and/or offered?