Beyond the "Yes": Mastering Your Offer & Keep Warm Strategy

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That moment a top sales candidate says "yes" to your offer? It’s a huge win. You’re ready to celebrate and move on to the next fire. But hold on. The period between that verbal acceptance and their first day is absolutely critical. Getting this stage wrong can mean losing your A-player to a counteroffer, or having them start with dampened enthusiasm.

At GSD Coach & Recruiting, we guide founders through this crucial phase constantly. It’s not just about paperwork; it’s about securing your investment and setting your new hire up for immediate impact. Let's break down how to master the offer and "keep warm" stages like a pro.

Nailing the offer: clarity, speed, and the personal touch

Once you've identified your top candidate and are ready to extend an offer, precision and a personal approach are key.

1. The verbal offer first: Always start with a phone call. Candidates want that personal touch, especially for a significant decision. Clearly communicate:
   • Salary
   • Bonus structure (e.g., "performance-based bonus potential, paid quarterly or annually, tied to KPIs we'll establish together")
   • Overview of benefits
   • Proposed start date
   • Clearly state that the offer is contingent upon reference checks coming through as expected.

1. The written offer – immediately after: Don't delay. Follow up that verbal offer immediately with a formal written offer letter via email.
   • (We have an example offer letter template on our site you can adapt – [Link to Your Offer Letter Template Resource Here])
   • Set an "accept by" date: This is crucial. It ensures the candidate doesn't have excessive time to "shop the offer" with their current employer or other companies. We typically recommend the offer needs to be accepted within 48 hours. This creates a respectful sense of urgency.

Reference checks: your final due diligence (done right)

Don't treat reference checks as a mere formality. They're your final opportunity to validate your decision and uncover valuable insights.

• Get the right contacts: Ask your top candidate to provide at least three professional references: ideally two who were former leaders/managers and one who was a peer.
• Direct contact is best: You (or the hiring manager) should contact these references directly.
• Set expectations for speed: Request phone numbers and email addresses for the references. Let the candidate know the urgency and ask them to alert their references to expect your call or email. This speeds things up considerably.
• Use a template: A structured approach ensures you cover key areas consistently. (We have a standard reference check template available on our resources page – [Link to Your Reference Check Template Resource Here])

Managing other candidates: keeping options warm (professionally)

This is a delicate balance. You don't want to lose your top choice, but you also don't want to burn bridges with other strong contenders.

• Hold off on rejections: We typically advise not to inform other interviewed candidates that they haven't been selected until you have a firm "yes" and a signed offer letter from your chosen candidate.
• Prompt & respectful communication: Once your top choice has officially accepted, either you or your recruiting partner (like us at GSD) should promptly let the non-selected candidates know and thank them sincerely for their time and effort. Please let us know your preference here.

The often-missed goldmine: keeping your new hire warm (post-acceptance to start date)

This period between "yes" and Day 1 is where many companies drop the ball. It's your prime opportunity to combat any potential second thoughts ("buyer's remorse" is real for candidates too!), maintain their excitement, and begin the integration process.

Here’s how to GSD on this:

1. Team welcome: Have everyone involved in the interview process reach out via email to congratulate the new hire and welcome them aboard. A short, personal note about why they're excited to have them join makes a huge difference.
2. Streamline onboarding paperwork: Get them any necessary onboarding paperwork sooner rather than later. Completing this ahead of time makes their first day smoother and more focused on integration, not admin.
3. Send swag (if you have it): If your company gives out swag (t-shirts, mugs, notebooks), send a welcome package right away. It’s a small gesture that builds excitement and a sense of belonging.
4. Include them (thoughtfully): If you have any all-hands meetings, relevant team updates, or even casual virtual team huddles happening before their start date, consider extending an invitation. Make it clear there's no pressure to attend, but the gesture of inclusion speaks volumes and helps them feel part of the team before they officially start.

Getting close – you got this!

Nailing the offer and post-offer stages isn't just about administrative efficiency. It’s about reinforcing to your A-Player hire that they’ve made the right decision, that they’re joining a professional and welcoming organization, and that you’re genuinely excited to have them on board. This sets the tone for their entire tenure and protects the significant investment you've made in finding them.

By Travis Janko, CEO of GSD Coach & Recruiting, helping SaaS founders build the top 5% of talent, FAST!