Often recruiters are so hungry for the "deal" that they rush past the little details that can bite them in the end.  In particular are the financial and benefit details related to the offer.  I regularly walk the candidate and client through each and every piece of the offer - base, bonus, vacation time, relocation (if needed), sign-on bonus, stock options or equity portions and long-term growth potential.  With the client, I also highlight how the candidate fits into the hiring authority's "sweet spot" and how they may fall outside of that area early on during the presentation process.  The phrase I use is, "Please look at this candidate with a $______ price tag.  If they still look good then let's proceed forward and if not then let's discuss."
 
I cover this with the candidate early in the process to create a "baseline" where the candidate is currently and where they would ideally like to be.  This helps me "match" the candidate to the position and allows for discussions about the benefits of the new opportunity and the candidate's willingness to bend in certain areas. 
 
The next time I cover this is between the telephone and face-to-face interviews.  This is a shorter discussion but it allows me to ask the question, "So has anything changed practically or conceptually in your compensation and benefits requirements based on what you have heard and where you are currently?"  By doing this now I continue to solidify the value of the opportunity in the candidate's mind and make sure that nothing has changed in his or her mind. 
 
The final discussion happens prior to the actual offer being extended.   This is one of those big areas where the "rubber meets the road" and where you earn your client's respect and appreciation.  I walk the candidate through all the details highlighting what they have agreed to previously and insuring that we are still in agreement.  When red flags pop up (and they will), I walk the candidate through the logic of why their request might not be acceptable.  Additionally, I revisit their "hot buttons" to highlight the intrinsic reasons of why they are interested in making a change. 

Once I have the variances identified, I speak with my hiring authority and verify what can and cannot be changed.  In areas where nothing can be done, I strategize with the hiring manager on what could be adjusted in exchange for the candidate accepting something less than they desired.  Once I have the alternatives highlighted, I go back to the candidate and gain agreement with the adjustments using their "hot buttons" and value added opportunities within the new organization.  Ultimately, the number of issues will be minimal if I have covered these items with the candidate and the hiring authority early and often.  Finally, I rarely have my client extend an offer and instead simply allow them to extend their congratulations. By covering the little things related to money and benefits, as well as others, you will insure a smooth acceptance in the process.
 

About This Top Recruiter
Eric Dickerson leads one of the strongest healthcare teams in the nation.  He is a certified trainer in Quality and uses this process to help improve customer service for clients ranging from hospitals to healthcare outsourcing and consulting. Before joining Kaye/Bassman, Eric held the position as President& CEO of a major nonprofit organization.

Eric Dickerson has been with Kaye/Bassman since 1997.  He became a Managing Director in 2006 after generating over $1M in revenue that year.  He also co-created the, soon to be released, best PC Recruiter training ever produced!