Debriefing & Closing

Module 7: Interview Debriefing and Closing

In this module we review how to debrief and close based on the pertinent information from the candidate and employer. After the first interview, you should have a complete follow-up with both sides and evaluate the next steps required. Advance to the next level by utilizing the proper follow-up procedures.

Candidate First Interview Debriefing & Pre-Closing

It should be your practice to have candidates follow up with you as quickly as possible after an interview. Begin by asking a few open-ended questions. Be a good listener and document the candidate�s responses. The information you obtain from the candidate at this stage will be very important in moving the project to the next level. This will help you to

Find out what the candidate's feelings are about the company, the job, and the people involved.
Answer any questions the candidate may have, and address any and all concerns.
Gain their commitment and interest in continuing the process.
Reemphasize confidentiality. Candidates you represent may be working for employers you also want to do future business with. It is very important for you to explain your need for discretion.

In general, a debriefing will help you

To prepare for the next round of interviews.
To understand the comparisons to any other positions they may be considering.
Begin discussion regarding their salary expectations for acceptance of the position.

Success Questions

At the core of any debriefing are success questions these help gather some basic information about your candidate�s perception of the opportunity, the company, and the people they met with.

How long were you there?
Is the position one you are interested in?
Can you describe the key elements of the position as they were described to you?
Are you confident in your ability to handle the responsibilities?
Would you enjoy working with Mgr.'s first name?
Are you ready to move this to the next level?
Did they mention what the next step would be?
How do you feel about the environment and culture of the company?
Did they discuss compensation?
How did you respond?
Are there any barriers at this point which could impede us from moving forward, such as:

o Personal reasons (location, time requirements, etc.)

o Requirements of the position

o Personalities involved

o Compensation

o Family - Relocation

o Other potential job offers.

o Counter from current employer

o Review date

Review the candidate's financial expectations. Work towards agreeing on a range that is within your candidate�s expectations, and within your client's budget guidelines. The employer will most likely want to offer compensation which gives the candidate room to move up. They generally have very structured grade levels for departments. They want to consider the right level for future upward movement for promotional purposes. Of course, both you and your candidate want the highest base salary possible. Many candidates may feel they are under paid, so you need to find the common ground between the two parties and negotiate the best offer. Both parties should always feel you are working on behalf of everyone involved to bring about a successful conclusion.

Understanding the Flow of Interviews

Understanding the flow of the interview will provide your candidate with vital information. By thoroughly debriefing your candidates after they have interviewed, the entire flow and process will become much clearer. When you have a better understanding of the interviewing process, it will help you better prepare your candidates that way, they can put forth their best effort.

Ask the following questions:

How did the interview begin?
What types of questions were you asked?
Did you get valid answers to questions you had prepared?

The types of questions a client may ask can change dramatically from one interview to the next. Relying solely on prior feedback from others who have interviewed can be confusing and dangerous. The questions asked are not always the same for every candidate interviewed.

Compensation Discussion:

Ask the candidate what it would take for them to accept the position. Find out their minimum and maximum expectations. Establish two salary figures: the salary they desire, and the absolute minimum salary they are willing to take. Discuss the following issues with the candidate to prevent any obstacles.

Start Date (Confirm a start date that works for them)
Confirm Bonuses Outstanding, Reviews or Severance Packages
Stock Options/Vesting Periods
401K Vesting
Health Benefits (Existing Medical Conditions)

In short, get the candidate's overall impression. Gage their interest level in the position. Address concerns they may have. Get a commitment to proceed on to the next level.

"Negotiating Candidate�s Compensation"

Begin negotiating with the candidate about their compensation requirements during the first interview debriefing session immediately following the candidate�s first interview. Their interest level may be in question or more time and interviewing may be required to get a better feeling for their interest. If the candidate is interviewing with a company that has a very long interviewing process, closing on compensation issues at this point may not be your best practice. If the candidate is interested in the position after the initial interview, initiate the conversation about what their salary expectations will be. If the candidate seems interested in the position and/or if you have already received positive feedback from the employer, take time to listen to what the candidate is feeling about the opportunity. Use a subtle approach. If both parties are interested everyone will find a way to work it out.

Schedule and Confirm Additional Interviews for the Candidate

Effective recruiters keep the ball rolling. If the interview went well and the candidate is interested, move forward and schedule a second interview as soon as possible.

Get commitment for days and times available for their next interview.
Get commitment to schedule ASAP.
Be assertive in moving the process forward for both sides.
Attach pertinent information into the database.
Confirm the next interview.

Candidate will Consider and Let You Know

So what do you do when everything seems like a perfect match but the candidate won�t commit to a second interview with the employer? It�s that tried-and-true response, "I will think about it and let you know." If this happens to you, consider the following

Get a commitment from the candidate on a time they can and will call you back.
Log the time you expect to hear back from the candidate.
Call the candidate if you have not heard from them at the committed time.
If they failed to call, find out why they lack interest.
Unveil concerns about pursuing the position. It may help you with preparing the next candidate.
Always get the candidate to call you back to follow up. It shows their responsiveness and commitment to the process.

In general, use the designated call back time as the benchmark to assess the candidate�s interest. If you hear from them around the time they told you they would call, you know their interest is probably high. If they don�t call you, they may definitely lack interest . Be prepared to address the candidate�s issues related to the employer and their position.

Spotting A Potential Interest in a Counter Offer

It is possible, despite your previous discussion with the candidate about counter offers that they may be put in the position to consider a counter offer. Employers have a tendency to react with counter offers when someone valuable is considering leaving the company. Unfortunately, they usually wait until the person gives notice to leave the company before they convey their interest. Look for the following signs. Don�t be concerned about confronting the candidate on these issues to prevent wasting everyone�s time. If the candidate does indeed accept a counter offer, it should not be a big surprise to you or your client

A "wishy-washy" attitude about the entire process.
Unrealistic salary, benefits, or start date requirements.
Unexplainable last-minute commitments or meetings with the candidate�s current company.
Obstacles revolving around the candidate�s personal life or relocation (if applicable) popping up at the last minute.

Client First Interview Debriefing & Closing

Just as important as debriefing your candidates is debriefing your clients. Remember, you are offering clients your intellectual capital, expertise, and services you are a consultant to their hiring needs.

In this section the same concepts for debriefing applies with the employer as it did with the candidate. Ask open-ended questions and be a good listener as you document all the information:

Find out their interest level regarding the recently interviewed candidate.
Create a sense of urgency to help them commit to the next level of interviewing.
Talk about the salary requirements and address any and all concerns.
Once your debriefing is complete, if you have other new candidate's who are also qualified and ready for first interviews, present them accordingly.

Success Questions

Ask the employer contact how the interview went? Record their responses into your contact management system. Ask the next set of questions (if they have not already been answered) and document all answers. If they are not strong on the candidate�s potential, this is the time to get them to create the picture of their ideal candidate. Where this candidate fell short of their expectations, your next candidate will be everything they want and need.

How did the candidate match technically with the requirements?
What was your impression of his/her ability to establish a good rapport during the interview?
Was the candidate professional in their approach?
Would the candidate fit well in your team?
Did you find them able to handle conflict, difficult behavior and tough work situations?
Did the candidate convey ability to tackle new challenges with confidence?
Do you feel the candidate will deal well in stressful situations?
Do you feel the candidate has the organizational abilities required to handle multiple projects?
Do you feel the candidate will render effective client service?
Do you have any questions or need any additional information about the candidate at this point?

Candidate Expectations Are Too High

In this case you must consult with the candidate on market conditions, industry averages, occupational averages, upcoming reviews and any other data which could affect his/her ability to make the right decision. As a recruiter, when negotiating with both the candidate and the employer it is necessary to satisfy both their desires.

Find the variables within the total compensation package (such as base, % bonus, sign-on bonus, review periods, etc.).
You might be able to work with the client to upgrade the title or level of the position to gain a higher compensation package.

Overcome Employer Objections

Regardless of the objection, acknowledge the client's hesitation. Speak intelligently on the candidate�s behalf to overcome the client�s objections. The table below lists some common objections and potential responses.

Acknowledge the client�s hesitation and convey understanding, but always ask "Why?"
Uncover the reasons for their hesitation.
Write each reason down.
Review and understand each reason separately.
Present how the candidate's skills can outweigh their reasons for concern (Overcome the objection).
Always do what is in the best interest of everyone involved.
Convert (no) into (yes).

Schedule and Confirm Additional Interviews with Client

Effective recruiters keep the ball rolling. If interview went well, schedule a second interview right after the debrief.

Find out what days and times are available for the next interview.
Schedule the next interview ASAP.
Be assertive and professional.
Attach pertinent information into the database.

Negotiating Compensation with the Employer

Determine the employer�s level of interest in the candidate and work towards their desired goals. If the employer�s interviewing process is long or interest in the candidate is low, do not try to close or negotiate compensation issues. Be sure the employer knows the specifics of your candidate�s compensation package and the expectations they may have to consider their open position. Review your initial discussion regarding salary parameters with your employer again at this point. Establish the candidate�s minimum salary requirements. If the employer insists on lower numbers, ask the following questions:

Have you initiated a salary survey when deciding upon the compensation for this position? (Quote the standard salary surveys emphasizing average salary for the open position as it relates to the candidate�s level of experience).
When did your company last raise its salary structure (when working with HR)?
How does this offer compare to the salary you currently pay to lateral positions within your company?

After determining the closing salary, ask the following:

Are there other decision-makers that need to meet the candidate? (If YES - Schedule the appropriate appointments, if NO - Find out if they are ready to give an offer to the candidate).
Do you need to continue interviewing at this time? (If YES - Set up more times immediately for other qualified candidates, if NO - Negotiate with the client on a number within the candidate�s range of acceptability).

After negotiating with the client, confirm their desired start date for the candidate if they were to accept the offer. Then, complete the Offer Checklist which follows.

Offer Checklist (Abbreviated Version)

Below are standard points you should cover when discussing a candidate�s offer

Again, confirm the Title of the position being offered.
Confirm the compensation being offered? In what increments will it be paid?
Confirm any bonus plan if included; usually a percentage of annual salary, based on company and individual performance.
Stock options, if the company is publicly traded. How many shares, and what are the option terms?
Sign-on Bonus, if offered.
Relocation; what is the client's policy in regards to helping the candidate relocate?
Benefits offered: Medical, Dental, Vision, Life, 401K, Disability, Education, etc... Is there a probation period?
What are the Clients' policies on Vacations, Holidays, Sick and or Leave days? Is there a probation period?
What is the offer contingent upon? (i.e., background check, drug test, psychological examinations, physical examinations, credit checks, etc.)
When does the client expect the candidate to start? You should confirm a Start Date which your candidate and the client are comfortable with! You should attempt to arrange a start date ASAP. Two weeks is the standard.