Job Offer Process

The job offer process is the final stage of the recruitment process. Here, the company formally extends a job offer to the chosen candidate and negotiates terms as needed.

Find below a comprehensive guide on the job offer process.

What is a Job Offer Process?

It involves preparing an offer letter (with role, salary, benefits, etc.), communicating the offer, addressing any candidate questions or negotiations, and ultimately getting the candidate’s acceptance. It’s also important to respectfully close the process with any other candidates who were in final stages.

A smooth, positive offer stage sets the tone for the new hire’s relationship with the company. It also protects the employer brand among those who didn’t get the job.

Compensation & Approval

Before making the offer, the recruiter and hiring manager, often in consultation with HR/Compensation teams, decide on the compensation package to offer. This is typically based on the candidate’s experience, current market rates, and internal salary ranges.

Leading organizations have well-defined salary bands to ensure offers are equitable. For example, Google and Microsoft use levelling systems (e.g., Level 5 Software Engineer) each with a salary range. Hence, the offer will be calibrated to the level the candidate is assessed at.

The recruiter will put together the proposed base salary, any bonus, equity (stock options or grants), relocation allowance, etc. Companies like Apple and Google are known to be competitive in compensation.

Apple’s offers might include stock units (RSUs) that vest over time, encouraging the candidate’s long-term commitment. Apple’s offer packages are “competitive but nuanced”. They include base, bonus, and equity vary by team and level, and they are well-documented in what’s allowed.

Apple is also relatively structured, meaning there might be less room for negotiation than at a start-up. Their offers are strong from the start and fairly standardized at each level.

Before extending to the candidate, the offer typically must be approved internally. This is often by a hiring manager’s boss or HR if it’s outside the standard range.

Extending the Offer

It’s a best practice to call the candidate to extend the offer verbally before sending the formal letter or contract. This personal touch is usually done by the recruiter or the hiring manager (or both). It allows them to convey enthusiasm – e.g., “We were all impressed and would love to have you join the team!”. This gives the candidate a chance to ask immediate questions.

All major companies do this; for critical hires, sometimes an executive will call. For instance, at smaller companies the CEO might call to say “We want you here,”

But even at large organisations, senior executives do send a note or make a quick call to a senior hire to reinforce their excitement.

Offer Letter & Details

After the call, the recruiter sends a written offer letter. The letter includes the job title, start date (if known), salary, bonus structure if applicable and equity details.

Some offer letters includes the benefits information, and any special terms (like a signing bonus or relocation stipend). It also typically has contingencies (like “subject to successful background check” or legal work authorization verifications).

This letter is a formality but important. It is advisable to use offer letter templates and customizing key fields to ensure all necessary info is included.

In some cases, companies send a package. This may include the offer letter plus a brochure about benefits and maybe a sample stock grant illustration.

Job Offer Negotiation

Candidates will often negotiate at this stage. Top companies expect this and usually come with some flexibility (unless they have non-negotiable one-band-for-all policies).

For example, a candidate might ask for a higher base salary or signing bonus. The recruiter will discuss internally if that can be accommodated within budget or policy.

Many times, companies hold a bit in reserve anticipating negotiation. However, companies also manage expectations. Google’s recruiters are fairly transparent about what components are flexible or not. For example, they might not budge on base salary, but they might offer more stock or a signing bonus.

The Apple hiring guide notes that Apple’s compensation negotiation tends to be structured and less flexible than start-ups. They have clear bands and while they might clarify components (like how future stock refreshers work), they might not engage in long back-and-forth haggling.

Still, the general rule is treat the candidate with respect during negotiation: listen to their concerns, and if you cannot meet something, explain why or offer alternative value (like additional vacation days or a slightly higher title, if those are options).

Many of these companies want the candidate to feel good about saying yes, so they try to reach a win-win outcome.

Closing the Candidate

“Closing” is the sales term for getting the candidate to accept. It can involve addressing any of their outstanding questions.

Perhaps the candidate is nervous about moving cities or about work-life balance – the recruiter might connect them with a future colleague to talk informally or provide more info on local relocation support. It’s about convincing the candidate that this is the right choice.

Because these are big-name companies, often candidates are eager, but top candidates might have multiple offers (say from Google and Microsoft simultaneously).

Recruiters sometimes ask the candidate if they are weighing other offers and what they care about most, then emphasize those points.

Formal Acceptance

Once the candidate communicates, they accept (verbally or via signed letter), the recruiter will often celebrate the moment – “Fantastic, we’re thrilled to have you!” – and then move into the pre-onboarding steps.

They’ll update the status in the system to “offer accepted” and start the internal hire paperwork. They also confirm the start date and send out welcome info or an onboarding schedule. A welcome email or even a welcome package might follow.

Closing the Loop

Equally important, once a candidate accepts, the recruiter should promptly inform any other remaining candidates that the position is filled.

As noted earlier, best practice is to personally call candidates who invested significant time (like those who came on-site for interviews) to deliver the news, thank them, and wish them well.

It’s often a tough call to make, but it’s critical for maintaining goodwill. Many of those candidates could be future hires for other teams or even customers/partners.

It is reasonable practice not to forget notifying rejected candidates as soon as possible. Indeed, according to talent board surveys, candidates who feel “ghosted” or mistreated are far less likely to apply again or recommend the company.

Conversely, a gracious rejection keeps the door open for future application. Some companies even add rejected finalists to talent communities or keep in touch for future roles.