(Editor’s note: The information from this article by Top Echelon Recruiting Software has been taken from an Expert Recruiter Coaching Series webinar by Greg Doersching of Next Level Training titled, “Closing the Door on Deals (and Keeping It Closed)” Click HERE to watch the video of that training webinar for free.)
The Art and Science of Closing in Recruiting
Closing in recruiting is not just about securing an offer acceptance; it’s about ensuring that the deal stays closed. Greg Doersching, a seasoned recruiter and industry expert, emphasizes that in today’s hiring landscape, closing a deal requires more effort than ever before.
“The searches we get asked to work on, with the fees we demand, are just going to get harder,” says Dorshing. “It’s more work, more effort, and because of that, the joy and pain of getting someone across the finish line is greater than it has ever been in the last 10 years.”
From handling candidate hesitations to preventing counteroffers, the ability to successfully close a deal is an essential skill for recruiters. However, a common mistake is thinking that closing happens at the end of the hiring process. In reality, it starts the moment a recruiter picks up the phone.
The Role of Approach in Closing
Closing begins with the very first conversation. The way a recruiter positions the opportunity, the language they use, and how they discuss advancement all play a role in ensuring that a candidate is committed to the process.
“I need to give that candidate a compelling reason to talk to me,” explains Dorshing. “If they don’t see the opportunity as an advancement in their career, in their financial situation, or in their overall quality of life, then closing at the end becomes a struggle.”
Dorshing outlines two strategic approaches for attracting candidates:
- Bigger Fish in a Smaller Pond: Targeting professionals in larger organizations and offering them a higher position in a smaller company can be a strong motivator. “A plant manager at a $650 million company might see the opportunity to be THE plant manager at a $330 million company as a step up,” Dorshing explains.
- Bigger is Better: On the flip side, positioning an opportunity in a larger organization with better tools, resources, and growth opportunities can attract candidates from smaller companies.
Each approach is tailored to the candidate’s motivations, ensuring that when an offer is extended, the decision feels like a natural step forward.
The Importance of Money Conversations
Money is often the biggest factor in deal closures, yet many recruiters mishandle salary discussions. According to Dorshing, too many recruiters talk in ranges instead of specific numbers.
“No offer letter ever says, ‘We’d like to offer you somewhere between $100,000 and $125,000,’” Dorshing says. “It’s always a specific number. So why are we talking in ranges?”
To effectively discuss compensation, recruiters need to guide candidates toward a specific number. Dorshing suggests using the “To the Um” technique:
- Ask the candidate, “What type of compensation would you be looking for to make a move right now?”
- When they provide a number, ask, “Is that total compensation or just base salary?”
- If they provide a range, narrow it down by testing numbers: “Would you accept $123,000?” “What about $122,000?”
- When the candidate hesitates or says “Um… I’d have to think about it,” that’s the psychological limit they have in mind.
By establishing this number before the offer stage, recruiters prevent last-minute surprises that can derail a deal.
Submission Packages: Setting the Stage for Closing
A critical but often overlooked part of closing is the submission package sent to clients. Dorshing believes that a well-crafted submission packet not only helps secure interviews but also strengthens the recruiter’s relationship with the candidate.
“I send the exact same submission document to the client AND the candidate,” says Dorshing. “When a candidate sees that I’ve taken the time to put together a five-to-nine-page document outlining their strengths, it builds trust. It shows that I am invested in their success.”
Recruiters who only pass along a candidate’s resume are missing a key opportunity to reinforce their value and increase candidate commitment.
Scheduling Interviews: A Vital Step in Closing
Many recruiters make the mistake of scheduling interviews via email or text. Dorshing warns against this, emphasizing the importance of live conversations.
“If you learn nothing else from me today, learn this: Stop scheduling interviews via text and email,” he urges. “Talk to candidates live about scheduling interviews because it’s your chance to peek inside their mind.”
During these conversations, recruiters can:
- Reaffirm the candidate’s interest
- Address concerns before they become deal-breakers
- Reinforce why the opportunity is right for them
- Identify and mitigate potential counteroffer risks
By making this a habit, recruiters increase their ability to control the process and close more deals.
The Final Interview: Where the Real Closing Happens
Before a candidate goes into the final interview, a crucial conversation needs to take place. This is when the recruiter secures final buy-in from the candidate.
Dorshing recommends sending a confirmation email that outlines all offer expectations before scheduling the interview. This email forces the candidate to mentally commit to the deal.
“I ask them straight up, ‘If they offer you $123,000, do I have your permission to tell them that I am 99.9% sure you will accept that offer?’” he says. “I need that verbal confirmation before I move forward.”
Once the candidate confirms, the same email is sent to the client. This ensures that both parties are aligned and that there are no last-minute surprises.
Counteroffers: How to Prevent Them from Killing the Deal
One of the biggest threats to a closed deal is the counteroffer. To combat this, Dorshing employs what he calls The Five-Act Play:
- Shock and Amazement: The employer acts surprised by the resignation.
- Sorrow: They express sadness and disappointment.
- Doubt: They question whether the candidate has really thought this through.
- Hidden Promotion: They hint at upcoming opportunities that the candidate is being considered for.
- Stalling: They ask the candidate to wait before making a decision.
By preparing candidates in advance for this conversation, recruiters minimize the emotional impact and keep the candidate committed to their decision.
“Without preparation, candidates fall for this act all the time,” warns Dorshing. “But when they’ve been warned, they recognize it for what it is—an employer trying to cover their own you-know-what.”
Delivering the Offer: The Final Step in Closing
Finally, when an offer is made, the recruiter should be the one to deliver it.
“When we extend the offer, we have over a 95% acceptance rate,” says Dorshing. “When the client does it, the rate drops below 60%.”
The key to offer presentation is to talk about everything except money first—the career growth, company culture, and lifestyle improvements. Only then should the financial offer be discussed.
By framing the offer this way, recruiters reinforce the emotional commitment to the job, making the financial offer the cherry on top rather than the sole deciding factor.
Conclusion
Closing in recruiting is a process, not an event. It starts with the first conversation, is reinforced through thoughtful candidate selection and positioning, and is solidified with strategic conversations about money, interviews, and counteroffers.
By following Dorshing’s techniques—from the right approach to financial negotiations to final offer delivery—recruiters can increase their placement success rate and reduce last-minute fall-offs.
“This isn’t optional,” Dorshing emphasizes. “If you’re not doing these things, you’re creating issues for yourself. But when you do them right, you dramatically increase your chances of keeping the deal closed.”
