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Foundation

Training Program

Module 16

Pre-Closing and Qualifying

Training Workbook

Produced by:

Next Level Exchange

214.556.8000 - www.nextlevelexchange.com


Module 16: Pre-Closing and Qualifying

Chapter 1: Closing Techniques: Part 1

Pre-Closing and Closing Throughout the placement process, if you think of “closing” as “the candidate accepting an offer”, you are missing many small closes along the way. Not only will these pre-closes increase your chances of a “yes” at the end of the process, the same pre-closes will help you avoid wasting time on placements that are never going to close – no matter how hard you try to bring both parties together. Great recruiters build to the point of offer in stages throughout the entire interviewing process.

Important Tips

Pre-close at every step of the placement process, so that

the intimidating final step is simply nothing more than a

1.______________ conclusion

Open doors where they need to be opened, but keep a

2.______________ perspective; continue to keep the best

interests of both your candidates and your clients in mind

“Fall down seven times. Stand up

eight.” -Japanese Proverb




The “If, Then” Close

Never give something up without 1.______________ for

something in return

Helps show your candidate or client that there is a cost

associated with asking for things

Easily won concessions are rarely 2.______________,

and almost always result in additional demands from

the candidate or client

Avoid giving an affirmative answer, only to be met with

numerous other questions or requests in return

“If, Then” Examples

“If I send you an email, will you attach your resume and

send it back?”

“If I present you to our client, will you be able to interview

next week?”

“If I call you this evening to discuss further, will you set

aside 20 minutes where you can speak freely?”

“If I conduct a dedicated search effort on your behalf, will

you work with me 3.______________ for the next 10

business days?”

“If I amend the search agreement per our discussion and

send it back to you, will you return it by close of business

today?”




“If, Then” Examples

“If I exceed your expectations on this search on a

contingent basis, will you work exclusively with me on

the following search?”

“When I send you the interview preparation information,

will you respond with your list of 1.______________?”

“If my client is open to covering some relocation

expenses, would you interview with them next week?”

“If I am able to get you an offer of $90,000, would you

accept the position?”

The Assumptive Close

Recognize the fine line between being arrogant and being

assumptive

Best used in the smaller areas in which you are closing

Assume that a 2.______________ decision has already

been made

Works well for a series of less important, or intimidating,

closes

Assumptive Close Example

Instead of: “Can you send me a copy of your resume?”

Substitute with: “Are you able to send me your resume

when you get home tonight, or do you need the weekend

to 3.______________ it?”




The Alternate Choice Close

Easier for your prospect to 1.______________ one of two

choices than to argue with you

Sometimes easier for people to work within a closed set

of parameters, instead of being overwhelmed as to where

to start

Alternate Choice Close Examples

Instead of: “2.______________ should I call you back?”

Substitute with: “No problem – I assume you’ve got a

bit of a commute. Is it better for me to call you back on

your drive home tonight, or are you a morning person?”

Instead of: “When can you interview?”

Substitute with: “Is it best for you to interview in the

morning, or are afternoons usually better for you?”

Answering a Question with a Question

Avoid getting an answer to a question that is relatively

unnecessary

Can help when you don’t have, or 3.______________,

the required information

Can help narrow down to the real resistance or issue




Answering a Question with a Question Examples

Candidate: “Would your client pay for relocation?”

Recruiter: “Possibly – what would your expectations be

for relocation assistance?”

Candidate: “What are the school systems like in this new

city?”

Recruiter: “That’s a good question – tell me more about

1.______________ you ask?”

Client: “What if we want a longer 2.______________

period?”

Recruiter: “What issues have you had in the past with

candidates leaving the company relatively quickly?”

Client: “Does your (MPC) candidate have experience in

(certain area/skill set)?”

Recruiter: “I can certainly 3.______________ that with

you – tell me more about your history hiring candidates

with (specific type of experience)?”

Candidate: “Would the company pick up all my relocation

expenses?”

Recruiter: “Would you accept if they did?”




Answering a Question with a Question Examples

Candidate “Would your client buy out my non-compete

agreement?”

Recruiter: “If they were open to considering that, would

you have an initial conversation with them this week?”

Client: “Is (previously submitted candidate) still interested

in a new opportunity?”

Recruiter: “I can certainly reach out to him;

1.______________ he was still interested, when can you

speak with him/her?”

Client: “Would the candidate accept a lateral offer?”

Recruiter: “If he would, would you be prepared to extend

him the offer today?”

State simply: “2.______________ do you ask?”

.




The “Is It” Close

Ask a variety of clarifying questions to 1.______________

the reasons behind whatever issue is at hand

With each positive “is it” response, you are reaffirming that

the problem or issue really isn’t that big of an issue at all

Allows you to demonstrate that you care, seeking together

to find a solution

“Is It” Example

Recruiter: “If you were completely satisfied with your current

situation, you and I surely wouldn’t have gotten so far along in our

conversations. There must be something holding you back from

sending me your resume for this position. Is it the fact that the

commute is a little longer?”

Candidate: “No”

Recruiter: “Is it because your husband isn’t on board?”

Candidate: “No, he’s very supportive of making a move.”

Recruiter: “Is it because you don’t know enough about the

responsibilities you would hold there?”

Candidate: “No, you’ve done a great job of explaining.”

Recruiter: “Is it because you are waiting on a bonus or raise?”

Candidate: “No, I just got both of those two months ago and won’t

get another until the end of the year.”

Recruiter: “Are you concerned that the compensation won’t match or

exceed where you are currently?”

Candidate: “Well, I have heard that they don’t pay as much as most

companies.”




“Is It” Close

Close on next steps: “Assuming that the compensation

meets or exceeds your expectations, is there any reason

you wouldn’t have an initial exploratory conversation, just

to see if the opportunity is of further interest to you?”

This technique not only helps your prospect arrive at a

positive decision, but is also an excellent technique used to

uncover a 1.______________ concern




The Value of Time Close Example

“Obviously, since salaries you pay are based on

1.______________, a $200,000 candidate brings more

value and a greater return to an organization than a

$100,000 candidate. It’s not that it’s twice as hard to

find the $200k individual, it’s the value the $200k

individual will bring to your company. We can certainly

discuss a fixed fee arrangement, but what we need to

determine is what fixed fee is reasonable based on the

level of talent that I’m bringing you. How are your fixed

fees structured in a way that recognizes this value

differential?”

The Value of Time Close Example

Is not the quantity your client is paying you for; it is the

2.______________

It is the reputation that you, and your firm, have spent

building to create the relationships that end with a

candidate knowing you, having confidence in your

credibility, and trusting you when you make the

professional recommendation to hear your client’s story




Reduce to the Ridiculous Close

Reduces the 1.______________, time, or number being

discussed to a ridiculously low amount

Reducing the price or concern to the lowest common

denominator can change a person’s entire perspective

and make the number a little easier to process

Reduce to the Ridiculous Example

Client: “I would like to hire her, but it’s slightly more than what we

had budgeted. I’d like to try to bring her in for less – I know she

wanted to be making $70,000, but that’s more than we anticipated.”

Recruiter: “That’s a fair point – let’s talk this through. How much

were you originally thinking you wanted to pay for this position?”

Client: “Well, I think we would be more comfortable staying under

$70K – possibly we could go as high as $68,000, but that’s a stretch.”

Recruiter: “So we are really talking about a gap of $2,000.

Although $2,000 is not that significant of a gap, it is important that

you understand that offering her anything less than the $70,000 that

I have pre-closed her on will not guarantee in any way her accepting

the position. So again the gap we are looking at is $2,000, and with

52 weeks in a year, it breaks down to less than $40 per week or

about an extra $1 per hour. I can certainly cut her loose, and we can

move forward with other candidates who may be less than $1 an hour

extra than what you had budgeted. But if she’s a great hire, which

you know she’ll be otherwise you wouldn’t have gotten this far in the

process with her or this excited to bring her on board – if she’s a

great hire, will that $40 extra a week really have made a difference?”




The Similar Situation Close

People are more comfortable with a decision when there

is 1.______________ in numbers

People can be persuaded more by what others do or

think than what you or they do or think Be proactive and seek out experiences of others in your

office, and ask permission to use their stories within your

own marketplace

The Feel, Felt, Found Technique

Feel: 2.______________ and show that you understand

how they feel

o “I absolutely understand”

o “I can see how this is a decision you would not

take lightly”

o “I would feel the same way if I was in your shoes”

Felt: Share how others have also felt the

3.______________ way

o “I was just talking with someone else this morning

who asked the same question”

o “Lots of candidates initially have the same

concern”

o “I just placed a candidate who originally was in the

same situation you are in”




The Feel, Felt, Found Technique

Found: Share the 1.______________ that others, in their

same situation, have found

o Share a success story about another candidate or

client who followed through the process and was

met with a dramatically improved situation on the

other side

Similar Situation Example

“I know you are hesitant to make a move. You actually

2.______________ me of a candidate I placed earlier in the year

with one of our top clients in the area. When he and I first spoke, he

was dead set against making a move. He was comfortable where he

was and had been there for fifteen years. However, he recognized

that the one thing lacking in his current situation was the ability to

influence the organization on a higher level and move up to a more

executive leadership role. We ended up placing him at a Senior VP

level with one of the largest companies in your area, and he is now

managing an entire division. I’m sure you can imagine that his

compensation increased significantly for taking on such a role and

increasing his responsibilities. I’m not asking you to leave tomorrow,

and I’m not saying that your process would end with you as a Senior

VP with one of the largest companies in the area with increased

compensation and responsibilities, but are you open to considering

an initial conversation with this client, with no expectations of next

steps unless you are interested in exploring further?”




Similar Situation Example

“I can certainly understand how you 1.______________ about

postponing your decision until next week. Six months ago I was

working with a manager like you and he felt exactly the same way

you do. However, he knew that the candidate, like Mark, was

interviewing with his competition. He also knew he stood a chance

of losing an outstanding sales rep to this major competitor if he didn’t

make an offer that day. He 2.______________ that by making

the offer, he prevented just that. The candidate received an offer

from his competition that very afternoon. The candidate admitted he

would have accepted the other company’s offer if my client had

postponed his decision. Believe me, he was certainly glad he had

extended his offer first because that candidate is now the number

one producer in his division. I would be doing you a disservice if I

didn’t at least share that with you – because I would never want to

be in a situation where I DIDN’T share that with you, (candidate)

goes to work for another company, and potentially you are both

going head to head for the same business. Again, I want to make

you aware of this to potentially avoid what may be an unlikely

scenario, but nevertheless, a possibility. What would it take to

move things along a little quicker, or are you okay with rolling the

dice and letting the chips fall where they may?”




The Balance Sheet Close

On the left side of the paper, list out all the reasons an

affirmative decision will be made

On the right side, list all the reasons they are hesitating

from making an affirmative decision

Assuming you have a thorough list, it’s 1.______________

that if you can get all those issues resolved, you now have

an affirmative decision

This tool is great for 2.______________ learners and

processors

Walking Down the Street Example

“Imagine that you were walking down the street and that

you were not employed by your current company; you are

unemployed. On one side of the street is your present

company offering the job you currently hold, with the level,

title, 3.______________, and compensation that you are

currently at. On the other side of the street is the

opportunity you are currently considering, with the level,

title, responsibility and compensation you have been

envisioning and aspiring for. Now, let me ask you this, and

again assuming you worked at neither company – would

you go left and accept the role you are currently at, or right

and move to the opportunity that you are considering?”




Walking Down the Street Close

This can be an effective way to reveal an underlying, core

issue of fear

This close can remove the 1.______________ factor that

keeps most candidates where they are

Great recruiters can help candidates understand that the

fear of inaction can actually be 2.______________ than

the fear of action and loss

The Take Away Close

If the candidate or client allows the situation to be taken

away, it was never going to come together – regardless of

how much longer you held on!

If the prospect is interested, they will 3.______________

for it

If there is a concern or issue you have not yet considered,

they will make you aware of that issue




Take Away Close Examples

“You haven’t returned any of my calls in the last week, so

based on this lack of response I’m going to have to advise

my client to move forward with the other candidates they

have in front of them, and remove you from consideration

at this time. If for any reason I’m mistaken in my

assumption that you aren’t interested, please call me by

the COB today.”

“I know you wanted some time to discuss this decision with

your spouse, but you yourself in (hiring manager’s) shoes.

He committed himself and to his team to having someone

on board as soon as possible. As you must know, he places

a lot of weight on hiring a 1.______________ individual

who really wants to work for him and his company. If you

can’t tell him ’yes’ today, I really have no other alternative

than to tell him to extend the offer to the other candidate

under consideration. I’m fine with either course of action,

but I need to tell him something today. What should that

be?”




The Puppy Dog Close

If it is difficult for someone to process making a

1.______________ decision or commitment, break the

process down into smaller components with a “no risk”

incentive

The Conditional Close

Removes the issues from consideration and requires your

prospect to 2.______________ to a course of action with

the objection removed

The Minor Points Close

Ask about minor points, getting affirmative decisions

made on the easier decisions, which greatly simplifies the

final decision

The Risk/Reward Close

The risk is only the small amount of time invested

The possible reward could turn into a 3.______________

and career-changing experience




The Risk/Reward Close Example

“What I am doing is giving you the opportunity to gain

insight and learn about your market from someone who

speaks with your competitors all day long. The

1.______________ is that we spend 15 minutes together,

and nothing comes from it directly or even indirectly. The

reward is that, possibly either now or in the future, that

investment of time results in a profoundly positive life

changing experience.”

The Opportunity Cost Close

There is always a 2.______________, whether you do or

do not do something or take a specific course of action

Cost is not just the negative of the lost opportunity, but

the positives of what they could have had

Effective closing is all about the process of qualifying early,

then testing the strength of your deal through a series

of trial closes throughout the process.



Chapter 3: Pre-Closing and Qualifying

Primary Pre-Closing Areas

Relocation

Family and Personal Issues

Motivations

Timeline and Agenda

Compensation

Counteroffer

Relocation: Candidate

Contact a realtor to conduct a Comparative Market Analysis

for the home

Ask the realtor to gather Multiple Listing Service (MLS) data

Understand the monthly mortgage rate of the current home

Understand how much 1.______________ is in the home or

how much negative equity exists

Understand any closing costs or realtor fees associated with

the sale of the home

Know the square footage of the home, and any storage

areas

Calculate the cost of moving

2.______________ information

Cost of living calculations

Be aware of any differences in state or country taxes

Education information




Relocation: Candidate

For a renter, understand when the lease ends, and any

potential fees owed for breaking the lease early

Regardless, will this candidate be renting a home,

purchasing a home, or needing 1.______________ housing?

Set up a possible home finding trip for the candidate and

spouse

Research options for home financing

Any assistance expected for temporary housing

Assistance on double mortgage or double rent payments

Reimbursement for trips back home if the candidate is

relocating 2.______________ to the spouse and children

Summary of Relocation: Candidate

Current status of the ownership of the home, the

3.______________ possibilities for that home selling, at

what cost, and in what timeframe

Calculate the cost for a pack, ship, and move, and clarify

and close on the candidate’s expectations for

reimbursement for that move

Cost of living differentials, tax differentials, and city

information




Summary of Relocation: Candidate

Expectations for financial assistance with any temporary

housing needs, short-term double payment issues, or

travel back-and-forth prior to, or after, start date

Introduction to a local realtor or realtors if the candidate

intends to purchase a home immediately

Relocation: Client

1.______________ what financial reimbursement they will

offer for pack, ship, and move assistance

Cost of living differentials, or differences in taxes between

current state/country and where the client is located

Financial assistance with any temporary housing needs,

short-term double payment issues, or travel back-and-forth

prior to, or after, start date

Understand any possible 2.______________ for

re-payment, should the candidate accept the offer,

relocate and be reimbursed by the client, and ultimately

leaves within a certain timeframe




Relocation: Client

Will the organization cover the tax liabilities associated

with the economic benefits, or is it the candidate’s own

responsibility?

If the company pays for the breaking of the lease, will the

company pay for the 1.______________ liability associated

with that benefit?

If there is a gap in the lease of housing from one place to

the next, will the company cover the gap in the increased

lease versus the current, and for how long?

Family and Personal Situation: Spouse

Is the spouse employed?

o What does the spouse do?

o What is his/her income?

o Is the spouse going to continue working in the

new city?

o If so, does that employment need to be secured

prior to the candidate accepting the offer?

o How difficult will it be to transfer that spouse to

a new area and company?

o Is there anything that you can do to assist in

that process or transition?

How does the spouse 2.______________?




Family and Personal Situation: Children

How old are the children?

Are the children in public or private school? What needs

to be done to transition the children to a new school

system?

What 1.______________ are the children involved with?

Are there any special needs of the children?

Family and Personal Situation: Support System

How is this candidate going to handle the upcoming

change?

Has this candidate left previous organizations in the past,

or is this his/her first job since entering the workplace?

If the candidate has changed employers in the past, how

was that experience? What compelled them to move at

that time, and what made them feel comfortable with that

transition?

If they have not yet changed employers, what

2.______________ do they have? Who in their life is a

support system that can help alleviate some of those

concerns?




Family and Personal Situation: Support System

What connections does the candidate have at the new

company? If none, what could be done to bridge the

transition and help the candidate feel personally and

professionally tied in?

If the candidate is relocating, have they ever relocated

before? What was that experience like, and what could

have made it better?

If relocating, what are the 1.______________ to the new

area? What could be done to make it a smoother transition

and help the candidate feel connected quicker?

Does this move put them closer to, or further away, from

extended family? How will that be a benefit, or how will it

be a possible negative?

Motivations: Candidate

This section can serve to either reinforce that this is the

right opportunity the candidate initially stated they were

looking for, or pre-close to identify any 2.______________

or missing components





“I know when we first spoke, (hot buttons) were the

things that were most important for you to consider when

making a move. Let’s break down each of those areas

since it’s been a while since we started in this process;

how has each of those areas changed or evolved over the

(timeframe since we started this process)?” “When we first spoke, you were limited because of the

1.______________ of upward mobility because you and

your boss are about the same age. Has that changed at

all?”

“You were also concerned because they were going to be

moving their office building to further downtown, which

would be an even longer commute. Is this still an expected

move?”

“You were not going to be able to 2.______________

(certain kind of projects) because your company doesn’t

have the leadership experience to be awarded those kinds

of jobs – has that changed at all in the last few months?” How does this opportunity compare in each of those

motivating areas of the candidate?

“What does this allow you to do, that you currently don’t

have the opportunity to do?”





“Compare the company to your current company – what

does this new organization allow you to do that you don’t

have the opportunity to do currently? Any concerns with

the new organization?”

“How does this new position allow you to 1._____________,

compared to your current situation? What responsibilities

will you be involved in that you aren’t currently? What

concerns do you have about the role or expectations?”

“What is the anticipated career path in this new role?

Where can you be in time, and what happens to promote

you along the way? How does that compare to what you

had envisioned initially when beginning the interviewing

process?”

“What other 2.______________ do you still need more

information? Are there some subjects or questions that

could use some clarification or expansion?”

Remember to spend just as much time understanding how

this opportunity aligns the candidate with their

desires, as you do understanding any areas of

concern.




Motivations: Client

“Has anything changed since we started this search, or is

this still a priority search that is urgent and critical to fill?”

“Who is currently doing the workload created from this

position being unfilled? What 1._____________ or financial

costs are associated with that extra work?”

“Who or what, specifically, will suffer if this position

remains unfilled?”

“How can you see this individual being able to immediately

impact that workload?”

“How 2._____________ can you see this candidate getting

up to speed and being able to alleviate that extra stress?”

“Let’s quickly break down the requirements that you first

described when we started this search – how does this

candidate compare in each of those areas?”

“What areas do you still need more information in order to

make the call that this is the individual you want to bring

on board?”

These closing questions allow you to both reinforce the

original search criteria, those measurable components the

client stated they needed, or uncover those hidden areas

that may need to be revisited




Candidate Timeline: Interview Activity

If there are additional meetings that need to take place,

close on availability and any potential conflicts with those

scheduled meetings

Candidate Timeline: Alternative Opportunities

“What other recruiters or companies have your resume?

“What other 1._____________ do you have scheduled, or

have you gone on recently?”

“What are you wanting to find in those opportunities that

you don’t feel you have with this current opportunity?”

“What needs to happen for you to feel comfortable ending

the process with the other opportunities?”

If tomorrow, both interviews went away, would the

candidate be ready to join the client organization?

Candidate Timeline: Offer Process

2._____________ check

Drug testing or screening

Credit check

Reference checks

Any other testing, paperwork, or screening by the specific

client




Candidate Timeline: Start Date

Assuming an acceptable offer is made, what is the desired

start date for the candidate? If the client requests, could

the desired start date be earlier or later? What are the

possible issues with both?

What is the timeline for 1._____________? How much

continued employment will the candidate give the current

company? What are the issues associated with that

timeline?

If the candidate is relocating, what is the timeframe for

the 2._____________? Will the candidate need “down time”

to get settled in prior to starting at the company? Is this

factored in to the desired start date?

Client Timeline: Interview Availability

If there are additional meetings that need to take place,

close on availability and any potential conflicts with those

scheduled meetings




Client Timeline: Additional Candidates

What other candidates do you have in process, or have

been submitted for consideration recently?

What are you hoping to see in that candidate that you

don’t see with this current candidate?

What needs to happen for you to feel comfortable ending

the process with the other candidates and bringing this

candidate on board?

Who else needs to approve this hire, and how long will

that take or what needs to happen for that approval to go

through?

Client Timeline: Offer Process

Background check

Drug testing or screening

Credit check

Reference checks




Client Timeline: Start Date

Assuming an acceptable offer is made, what is the desired

start date for the candidate? If the candidate requests,

could the desired start date be earlier or later? What are

the possible issues with both?

If the client wants the candidate to start ideally on (date),

and the candidate anticipates needing to give their current

employer (amount) of time after the resignation, do those

two timelines align, or does the offer process need to be

expedited? If the candidate is relocating, has the client allowed

sufficient time for the candidate to get settled? Is this

factored in to the desired start date?

Have specific dates from the candidate and the client that

can be compared, and then bridge any gap that may exist

between the two

Compensation

Once you have closed on the other areas of consideration,

compensation can be discussed

Counteroffer

Cover at each step throughout the interviewing process



Answer Key

Page 2: 1. natural Page 16: 1. comfort

2. balanced 2. greater 3. fight

Page 3: 1. asking 2. valued Page 17: 1. decisive 3. exclusively

Page 18: 1. large Page 4: 1. referrals 2. commit

2. positive 3. life 3. update Page 19: 1. risk

Page 5: 1. select 2. cost 2. When

3. know Page 20: 1. equity 2. City Page 6: 1. why

2. guarantee Page 21: 1. interim 3. share 2. prior

3. realistic Page 7: 1. if 2. Why Page 22: 1. Specifically

2. obligations Page 8: 1. understand

Page 23: 1. tax Page 9: 1. hidden 2. feel

Page 10: 1. value Page 24: 1. programs 2. quality 2. fears

Page 11: 1. price Page 25: 1. ties 2. concerns

Page 12: 1. strength 2. Empathize Page 26: 1. lack

3. same 2. pursue Page 13: 1. result Page 27: 1. grow

2. remind 2. areas

Page 14: 1. feel Page 28: 1. burdens 2. found 2. quickly

Page 15: 1. realistic Page 29: 1. interviews 2. visual 2. Background

3. responsibility Page 30: 1. resignation

2. move

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