M3 — At a Glance
Module Map
The full delivery flow on one page. Every job order moves through four interlocking lifecycles — read this top-to-bottom, then drill into the detail sections below as you work each placement. Watch the red flag triggers throughout.
1
JO Created
→
2
Sourcing
→
3
Shortlist
→
4
Interviews
→
5
Offer
→
6
Resign & Start
→
★
Guarantee
2
Offer Lifecycle
From shortlist to signature — APB's 90% conversion zone. Full detail →
1
Shortlisted
Hypo + refs
→
2
Offer Extended
Letter sent
→
3
Offer Approved
Client signed
→
4
Offer Presented
Verbal call
→
★
Accepted
Signed
3
Guarantee Timeline
Touchpoints that protect the placement and open repeat business. Full detail →
D1
Day 1
Morale check
→
W1
Week 1
Candidate call
→
W2
Week 2
Manager email
→
M1
Month 1
Both sides
→
M3
Month 3
3-mo close
→
M6
Month 6
Final close
Guarantee length is package-tiered — see M4 → Guarantee Rules for the canonical tiers. Always check the signed Terms of Business.
Red Flag Escalation Triggers
If you see any of these on a JO, escalate to your Desk Lead within 24 hours. Don't wait for the weekly coaching session — these are the moments where placements either get protected or quietly die.
Candidate withdrawal
At any stage — pre-shortlist, post-interview, or post-offer. Capture the why immediately. The reason determines whether you can save the JO with another candidate or need to revisit the brief with the client.
Delayed client feedback
More than 5 business days waiting for shortlist feedback or interview debrief. Delays compound — candidates ghost, momentum fades. Your Desk Lead can sometimes unblock by going up a level inside the client.
Counter-offer risk surfacing
Candidate hesitates at offer presentation, asks for "time to think", mentions their boss "wants to talk" before resignation, or wavers on the resignation date. Don't handle alone — your Desk Lead has scripts and has seen this play out before. See Counter-Offer Defence.
Salary or offer condition mismatch
The Hypothetical Offer Call surfaces a gap the client can't or won't close, or new conditions appear in the offer letter the candidate didn't agree to. Loop in your Desk Lead before re-presenting — don't try to bridge it solo.
Early onboarding concerns
Week 1 or Week 2 friction — candidate "overwhelmed", manager "concerned", role doesn't match what was sold, team isn't welcoming, or candidate already asking about other jobs. Catch it now, not at Month 3 when the guarantee is at risk.
Challenge Rating crosses into Exceptional
If your weekly Challenge Rating re-score crosses 13 → 14, the Managing Director is automatically flagged. This isn't a delay — escalate the same day. See Challenge Rating in M1.
M3 · Stage 4 onward
Where M3 Begins
M3 starts the moment you have a screened Longlist from M2. The Job Order was created and Challenge-Rated in M1; the candidates were sourced and screened in M2. M3 is everything from Pitch & Submit through to guarantee close — pitch, interview, offer, resignation, onboarding, guarantee.
THREE OBJECTIVES
Deliver
Move the candidate through interviews, manage the offer, and get them across the line. This is where job orders either close or die.
Protect
Track onboarding, spot early red flags, and manage the guarantee period. A placement isn't complete until the guarantee window closes successfully.
Repeat
Use the guarantee check-ins to build relationships. Successful placements should naturally transition back to M1 (BD) for repeat business with the same client.
Speed matters: The longer a job order sits in interview or offer stage, the higher the risk that the candidate accepts a counter-offer or the client changes their mind. Your job is to keep momentum.
M3 · The Handoff In
What You Arrive With (from M1 & M2)
M3 used to restate JO setup, the Challenge Rating, sourcing and screening. Those now live once, where they belong — in M1 and M2. You arrive at Pitch & Submit already holding all of it. Here's the single-source map so nothing is duplicated.
THE BRIDGE
You arrive with a screened Longlist from M2 — candidates already run through the 6Rs and the deeper assessment — against a Job Order that was created and Challenge-Rated in M1. M3 is what you do next.
JO created & Challenge Rating set → M1
The Job Order is created when the Search Brief is signed, and its Challenge Rating (CR) — Achievable / Challenging / Exceptional — is scored from that brief. See M1 → Handover Checklist and M1 → Challenge Rating.
Sourcing & the Longlist → M2
Database-first, then referral-led new sourcing — who runs the screen is keyed on the Challenge Rating. See M2 → Sourcing and M2 → Candidate Statuses.
6Rs screening → M2
Every candidate is screened on all 6Rs (plus the deeper assessment) before they reach your Shortlist. Don't re-screen — trust the Longlist, or send it back. See M2 → 6Rs Framework.
Confidential 6R profile → M2
The no-name / no-employer / no-CV Candidate Profile is built and owned by the Talent Partner in M2. You pitch from it at Submit. See M2 → Candidate Profile.
Single source: if a candidate fails on something you'd have caught at screening, the fix is in M2's screen — not a second screen bolted onto M3. M3 begins at the pitch. Start at Pitch & Submit.
M3 · Stage 4
Pitch & Submit
Pitch the candidates to the client. The Consultant selects a Shortlist — usually 3 — of confidential profiles from the Talent Partner's screened Longlist, makes one pitch call to the hiring manager covering all three, then the profiles follow by email. This is APB's candidate-confidentiality USP in action.
🟢 Consultant-led · the TP tops up the Longlist
THE USP — NO NAME, NO EMPLOYER, NO CV
APB submits a confidential 6R profile so the candidate stays off-market and the client buys on merit, not on a résumé race. The verbal pitch carries the culture-fit signal the anonymised profile can't.
The confidential 6R Candidate Profile format is owned by the TP — see M2 · Source & Screen.
One pitch call, then the profiles by email
A curated Shortlist of 3 — never all-star casting, never padded to hit a number.
Interim: the TP sends the submission email today to save the Consultant's time; once the CRM ships, the Consultant sends it and the TP drops out of Submit.
Client response — handle per candidate
A
Interview on the 6Rs alone
The client is sold on the confidential profile
▼
- Best outcome — the USP worked. Move straight to Pitch & Set: it bounces back to the TP to pitch the role to the candidate and secure the interview.
B
Asks for the CV first
Re-confirm with the candidate before anything is released
▼
- Re-confirm with the candidate first, then release the name / CV. Never release a candidate's identity or CV without their explicit say-so — that confidentiality promise is the whole USP.
C
Rejects a candidate
Keep the pipeline at strength
▼
- Get specific feedback — "What was missing?"; don't accept "not quite right". Then the TP tops the Longlist back up toward 3 live / 4 "In Play". Capture the loss reason in the CRM.
Pipeline policy — 3 live / 4 "In Play"
Keep 3 submitted or interviewing at all times, with a target of 4 "In Play" per role — the buffer absorbs withdrawals and rejections. The TP tops it up; a role already at 4 isn't worked further.
Guard the conviction bar
Every profile must be genuinely interview-worthy. Never pad to hit the number — a client rejecting any of your Shortlist is a miss. Quality of the three is what the confidential, no-CV pitch lives or dies on.
Call within 24 hours
Don't wait for written feedback. Call the client the next day: "What did you think — who do you want to interview?" Momentum is the placement.
M3 · Stage 5
Pitch & Set
Pitch the role to the candidate. When the client agrees to interview, it bounces back to the Talent Partner to reveal the full role and client, confirm genuine interest, and secure ("set") the candidate's commitment to interview.
🔵 Talent Partner-led · 🟢 Consultant fallback
1
Pitch the JO to the candidate
Now reveal the full role + client
▼
- The TP calls the candidate, reveals the role and client in full, and sells the career move — not just the comp. Confirm the interest is real before booking anything.
- Secure the candidate's commitment to interview — the "set".
2
Tell the candidate about the handoff
This is where the relationship transitions
▼
- At Set, the TP tells the candidate the Consultant will be in touch to gather feedback and take over from there. No surprises — the candidate knows who they'll be dealing with through interview, feedback and offer.
- The TP still owns candidate contact through interviews (prep, scheduling); the Consultant owns the feedback and the close. See the two lanes below.
3
If the candidate declines
Consultant fallback, then exit
▼
- If the candidate declines the TP's pitch, the Consultant attempts; if still no, the candidate exits this JO and the TP tops the Longlist back up.
Output: a committed, briefed candidate booked for interview — with the relationship handing cleanly to the Consultant for feedback and the close.
M3 · Stage 6
Interview — Two Lanes
The interview stage runs on two parallel lanes: the Talent Partner manages the candidate side, the Consultant owns the client side and the feedback. Know the round types, manage the logistics, and always drive the timeline — not the client.
⚪ Split — TP candidate-side · Consultant client-side & feedback
🔵 Talent Partner — candidate-side
Schedule around the client and drive the timeline. Brief and prep the candidate — the pre-interview call 24h before, and a confirm 30 minutes prior. Own all candidate logistics. If the client passes, the TP delivers the rejection to the candidate.
🟢 Consultant — client-side & feedback owner
Brief the client beforehand and run all client comms. Take over the candidate for feedback after each round, and debrief client + candidate within 24 hours. Own the next-steps decision: progress / offer / reject.
STANDARD INTERVIEW PROGRESSION
1
1st Interview
45–60 min
→
2
2nd Interview
45–60 min
→
P
Panel
If required
→
F
Final
Decision stage
Most BD/sales roles go 1st Interview → 2nd Interview → Offer. Executive hires may add a panel or final round. Map the expected process during JO setup so you can set candidate expectations from Day 1.
You Own the Scheduling
Don't leave scheduling to the client or candidate to figure out. Propose times, send calendar invites, confirm location or video link. Every day without a booked interview is a day your placement is at risk.
Interview Outcomes
After each round, the candidate is either: Progressed to Next Round (book it immediately), Shortlisted for Offer (move to offer management), Not Progressed (communicate rejection within 24hrs), or Withdrawn (candidate exits). No interview should sit without a logged outcome for more than 48 hours.
Cancellation Management
If a client cancels, get a reason and a replacement date on the same call. If a candidate cancels, assess whether it's genuine or a red flag — cold feet, counter-offer brewing, or competing process? One cancellation is life; two cancellations is a pattern.
Virtual vs. In-Person
First interviews are often virtual. If so, confirm the platform, test the link, and remind the candidate to find a quiet, professional setting. For in-person interviews, confirm the office address, parking, and reception process. Small logistics failures create big first impressions.
M3
Briefing Candidates
How you brief a candidate sets their expectations and confidence going into interview. A strong candidate briefing improves interview performance and reduces late withdrawals.
🔵 Talent Partner — candidate-side lane
1
Pre-Interview Call (24 Hours Before)
Quick 15-minute conversation to settle nerves and set expectations
▼
- Agenda: Run through the interview format, who they'll meet, what the interviewer will be looking for, and any tips from your knowledge of the client.
- Who's interviewing? "You'll be meeting [Name, Title]. They're [brief context — their background, what they care about]."
- The format: "It'll be 45 minutes. They'll start with questions about your background, then ask you about your approach to [key challenge for the role]. They'll wrap with 'Any questions for us?'"
- What they're looking for: "They want to see how you think about [core responsibility]. Use examples from your current role that show you've done this."
- Counter-offer prep: Softly — "If they offer you something to stay, remember the reasons you're exploring this role. Don't decide on the spot — tell them you'll think about it and call me."
- Competitive positioning (seed drop): "Just so you know, there is another strong candidate interviewing for this role. That's normal — the client is meeting a shortlist. Focus on being yourself and showing why you're the right fit." This is not a threat — it's a fact stated early. It builds urgency naturally. See Competitive Positioning.
2
Just Before Interview (30 Minutes Prior)
Text or quick call to confirm they're ready
- Quick check: "How are you feeling? Any last questions?"
- Tech check (if virtual): "Link is [link]. Have you tested your camera and mic?"
- Confidence reminder: "You're ready for this. Speak authentically about your experience. Let them see why you're interested in this specific role."
3
Post-Interview Debrief (Within 1 Hour)
How did it feel? What's next?
- Immediate feedback: "How did it go? How did you feel with [interviewer's name]?"
- What they heard: "Did they say anything about next steps? Any questions they asked that surprised you?"
- Timeline: "I'll hear back from the client by [day]. I'll call you the moment I know something."
- Process clarity: "If they want you back for round 2, it'll be [when]. Be ready to say yes quickly — clients move fast at this stage."
Active listening in debrief: When they debrief with you, you're listening for signals. "The interviewer seemed interested in my project management" = they made a good impression. "They asked about salary expectations" = progressing signal. "They seemed distracted" = warning sign. Use this intel for your own client debrief later.
M3
Briefing Clients
Before an interview happens, prepare the client. Context prevents buyer's remorse — the client makes better interview decisions and gives better feedback when they understand the candidate's background.
🟢 Consultant — client-side lane
Client Briefing Call — When Interview is Scheduled
A quick 10-minute call that primes the client to interview well.
Manage expectations upfront: If there's anything unusual about the candidate (career change, moved countries, gap in work history), mention it before the interview. "They took 6 months off to travel — not a red flag, they were just recalibrating after a stressful role." This prevents the client from making snap judgments in the interview.
Seed Drop — Competitive Positioning with Client
Subtly remind the client that the candidate has options too.
During client briefing
"Just to flag — this candidate is also interviewing elsewhere. They're genuinely interested in your role, but they're in an active process. If they perform well, I'd recommend moving quickly to the next stage so we don't lose momentum." This is stated as a fact, not a pressure tactic. It builds urgency and positions you as a consultant protecting the client's interests. See Competitive Positioning for the full framework.
M3
Debrief & Feedback
The interview debrief is where you control the narrative. Debrief both the candidate and the client — separately — within 24 hours. These conversations determine whether the placement moves forward or exits.
🟢 Consultant owns feedback · 🔵 TP delivers any candidate rejection
Candidate Debrief (Immediately After Interview)
How they experienced the interview, their gut feel, any concerns.
Client Debrief (Within 24 Hours)
What they thought, will they progress, what's next?
Always Debrief by Phone
Never email for debrief. A conversation tells you infinitely more than written feedback. Tone, hesitation, enthusiasm — these matter. Email debrief leads to vague feedback and delayed decisions.
Get Specific Feedback on Rejects
If the client doesn't want to progress: "What specifically wasn't a fit? Was it their approach to [topic], their experience, their personality?" You need specifics for your own learning and to manage the candidate's expectations on why they weren't progressed.
M3
Next Steps & Decisions
After debrief, there are only three outcomes: progress to the next round, move to offer stage, or reject. Make the decision clear to both sides within 24 hours.
Next Round → Book It Immediately
If the client wants another interview, lock it in within 48 hours. Send the candidate a calendar invite the same day you confirm with the client. Momentum matters — delays kill placements.
Shortlisted for Offer → Move to Offer Stage
Client loves them. Next step is the offer conversation (below). But before you present an offer, complete the hypothetical offer call and get references started.
Not Progressed → Communicate Within 24 Hours
The TP delivers the rejection to the candidate (candidate-side lane); the Consultant supplies the client's feedback. Call immediately, be honest: "The client decided to progress a different candidate. Here's what they said [specific feedback]." Closure matters for the candidate's journey — and keeps them in the talent community.
Candidate Withdrawn → Document Why
If the candidate pulls out: "What's happened? Did you get a counter-offer? Are you no longer interested?" Understand the reason. It matters for how you work with this candidate in future.
Communication is your value: Candidates remember how quickly and clearly you communicate decisions. You're their lifeline to the process. Keep them informed.
M3 · Stages 5–7
Candidate Control
Multi-process management is what stops a placement falling over at the last metre. Know everything competing for your candidate, pre-close at every stage, and run a no-surprises relationship so a counter-offer never lands as a shock.
⚪ TP owns candidate contact · 🟢 Consultant owns the close
1
Map every competing process
Know the other roles, timelines and comp
▼
- Know every other process your candidate is in — the companies, the stages, the timelines and the comp on the table. Ask directly and keep it current.
- Never let a gap open where a competitor can close. If another offer is landing Friday, your timeline has to beat it.
2
Pre-close at every stage
The hypothetical close, repeated
▼
- "If everything is right — role, package, the people — will you accept?" Ask it early and re-ask it at every stage. Surprises at offer stage are a control failure.
- The formal version is the Hypothetical Offer Call before the offer is drafted.
3
Sell the move, not the money
Comp-led closes lose to counter-offers
▼
- If at least ~30% of the reason to move isn't non-monetary (the career, the role, the people), the move is comp-led — and comp-led moves get won back by a counter-offer. Anchor the decision on the career move.
4
Inoculate against the counter-offer — early
Coach before the offer lands, not after
▼
- Raise the counter-offer before it happens: "When you resign, they'll likely counter. Why did you start looking — has any of that changed?" Pre-deciding the answer is what defends the placement. Full playbook in Counter-Offer Defence.
- Seed "there's competition" both ways — the candidate knows other strong people are in play; the client knows the candidate has options. It keeps both sides decisive.
5
Run a no-surprises rule
Regular contact, both roles in their lane
▼
- Regular, scheduled contact through the whole process so nothing blindsides you. The TP owns candidate contact (prep, scheduling, temperature checks); the Consultant owns the close (offer, negotiation). The candidate should never get conflicting messages across the two lanes.
M3
Offer Lifecycle
The offer lifecycle is where job orders either close or die. The process is deliberate and structured — moving a candidate from shortlisted to offer accepted requires managing both sides in parallel.
OFFER STATUS FLOW
1
Shortlisted
References + Hypo Call
→
2
Offer Extended
Client given to sign
→
3
Offer Approved
Client signed
→
4
Offer Presented
To candidate (verbal)
→
★
Offer Accepted
Candidate signed
KPIs in the Offer Lifecycle
Offer Extended — Key KPI. Client given offer letter to sign.
Offer Approved — Key KPI. Client has signed the offer letter.
Offer Presented — Minor KPI. Consultant presented verbally to candidate (never sent unseen).
Offer Accepted — Key KPI. Candidate signed offer. This is the JO outcome.
De-Risk the Offer with a Hypothetical Call
Before you ever draft an offer, you need to know: Will the candidate accept an offer when it comes? This is why APB has a 90% conversion rate — we confirm acceptance conditions before the offer is written. See the Hypothetical Offer Call section below.
Offer Expiry
Every offer should have a clear deadline — typically 5–7 business days. Open-ended offers invite counter-offer conversations and second-guessing. Agree the deadline with the client before extending, and if the deadline is approaching without a signature, call the candidate — don't email.
Offer Declined — Capture the Why
If an offer is lost, always document: who declined (candidate, client, or consultant), the loss reason (counter-offer, salary too low, candidate withdrew, client changed requirements, timing, culture fit, role changed), and the stage it was lost at. This data is how APB improves conversion over time.
The offer flow is sacred: The offer flows through you, not around you. Client tells you the package → you run the hypothetical call with the candidate → you book a client meeting → you present references and draft offer → client signs → candidate signs. If the client wants to send the offer directly or the candidate asks to negotiate directly with the client, push back — you lose control and visibility.
M3 · Stage 7
References as BD
References are a compliance step and a warm-lead engine at the same time. Every referee is a former manager — a potential client or candidate. Run the reference call as a relationship, not a tick-box.
🟢 Consultant — at finalist stage, pre-offer
What APB offers
Triggered when the client confirms the candidate is a finalist (through the final interview round), before the offer is drafted.
- 2 references from the candidate's 2 most recent direct reports (managers).
- Right-to-work verification sits with the client/employer, not APB — don't assume it's ours to run.
Run the reference call as a relationship
Beyond verifying the candidate: capture the referee's details, note their team and any hiring situation, and listen for market intel. A genuine conversation, not an interrogation.
Feed qualified referees into the pipeline
A referee who's hiring is a warm BD lead; a referee who might move is one for the talent inventory. Turn a compliance step into a lead engine.
The loop: references feed the same warm-network engine as Stage 10 referrals — every great outcome should hand you the next one.
M3
Hypothetical Offer Call
The hypothetical offer call happens when a candidate is shortlisted but before the offer is drafted. It's a structured conversation with one goal: find out what offer they'll accept so you can de-risk the process and hit 90% conversion.
PARALLEL ACTIONS AT SHORTLIST
The moment the client says "yes, we'd like to shortlist this candidate," two things happen immediately in parallel, and both must be completed before you present an offer to the client:
1. Start Reference Checks
You should already have referee details collected during the interview process (not after). Call or email the 2 referees immediately. References typically take 24–48 hours to complete.
2. Hypothetical Offer Call
Call the candidate and walk through the structured checklist below. This call has one purpose: understand what they will accept so you can build an offer they'll say yes to.
Hypothetical Offer Call — Structured Checklist
This is a formal conversation. It should take 15–20 minutes. Document the answers — they become your offer parameters.
Why This Call Works — The 90% Conversion Story
The hypothetical call de-risks the entire offer process. By the time you present an offer to the candidate, they've already told you what they'll accept. There are no surprises. No "I was hoping for more" or "I didn't realize that wasn't included." This is why APB converts 90% of offers from Approved → Accepted. You've already aligned both sides on paper before the formal offer arrives.
This is not negotiation — it's discovery: You're not negotiating on the candidate's behalf. You're discovering what they need so you can present an offer that matches those needs. The actual negotiation happens with the client (see the next section).
M3
Negotiation & Alignment
Negotiation happens with the client before the offer is drafted, not after. You're the intermediary — you take the candidate's requirements and work with the client to build an offer that satisfies both sides.
The Client Meeting — References + Draft Offer
This is always a live meeting (phone or video — never email). You present references and work through offer terms face-to-face.
You Are the Intermediary
Never Let the Client Write the Offer
Client may volunteer a package — that's great intel. But don't let them draft and send an offer before you've aligned with the candidate. You control the flow. "Let me check with the candidate first, then I'll work with you on the final draft."
Always Use APB's Offer Letter Template
APB has an offer letter template in the Templates section. This is the standard form. Client signs APB's template — it IS the offer letter. Some clients push for their own format, but start with APB's template and only move away if the client explicitly requires it.
Manage Expectations Actively
Even if the client volunteers what they'll offer during the final interview, you should say: "Let me check first with [candidate] and confirm they're aligned before we draft it formally." This stops the client from making promises you can't deliver on.
The goal of negotiation: Don't try to squeeze the client for more money or the candidate for less. Your job is to build an offer that both sides are happy with. If the candidate said $120K is acceptable and the client is offering $130K, great — present $130K and everyone's thrilled. If the client is offering $110K and the candidate wants $120K, there's a gap to work through — but you frame it clearly: "The candidate's minimum is $120K, and you've offered $110K. Can we bridge that gap?"
M3
Presenting the Offer
The offer presentation is a verbal call or meeting. Never send the offer without presenting it first. Your objective is a signed offer letter during the call. If not during the call, within 24 hours.
The objective
"Walk the candidate through the offer letter, confirm it matches their expectations from the hypothetical call, and get their signature — ideally on this call. You're not selling the offer. You're confirming what they already told you they'd accept."
You have no horse in this race. You're the intermediary. The candidate knows that. Your role is to present clearly, answer questions, and make it easy for them to say yes.
Offer Presentation Call — Step by Step
This is a structured 15–20 minute call. Not a casual chat. Not an email.
Step 1: Open with the good news + competitive positioning
"Great news — you and another candidate made the final shortlist, and the client has decided to extend the first offer to you. Out of respect for the client and the other candidate, I just need 10–15 minutes to walk you through the offer letter, make sure it all makes sense, and ideally get your acceptance so I can wrap things up."
This does three things: (1) Confirms they're the preferred candidate — feels good. (2) Reminds them there's competition — creates natural urgency without pressure. (3) Sets a clear agenda for the call — no ambiguity about what's expected.
This does three things: (1) Confirms they're the preferred candidate — feels good. (2) Reminds them there's competition — creates natural urgency without pressure. (3) Sets a clear agenda for the call — no ambiguity about what's expected.
Step 2: Walk through the offer letter line by line
Go through every component: role title, reporting line, base salary, superannuation, bonus/commission, car allowance, WFH arrangements, start date, probation period. Reference their hypothetical call answers: "You mentioned $X base — the offer is $X. You wanted WFH 2 days — that's confirmed here. Start date aligns with your 4-week notice period."
Step 3: Check against non-negotiables
"Is there anything in here that doesn't match what we discussed? Anything that surprises you?" If the hypothetical call was done properly, the answer should be no. If there's a gap, address it now — don't let them go away to "think about it" without knowing what the concern is.
Step 4: Ask for the signature
"Everything looks good? Great. I'll send the offer letter through now — if you can e-sign it today, I can confirm your acceptance with the client and we'll get your employment agreement started straight away." Be direct. Be confident. Don't apologise for asking. You've done the work to align both sides — this is the natural conclusion.
If They Don't Sign on the Call
Not every candidate will sign immediately. That's fine — but set a deadline.
Set a 24-hour deadline
"I completely understand if you want to sleep on it. Take the evening — discuss it with your partner if you need to. Can we lock in a call tomorrow at [time] to confirm? I just need to come back to the client with an answer within 24 hours, and there is another candidate in the process."
This is not pressure. It's process. The client expects an answer. The other candidate deserves closure. You're being professional, not desperate.
This is not pressure. It's process. The client expects an answer. The other candidate deserves closure. You're being professional, not desperate.
Diagnose the hesitation
If they hesitate, ask: "What's holding you back? Is it the role, the money, the timing, or something else?" You need to know the real blocker. If it's money — can you go back to the client? If it's timing — can the start date flex? If it's cold feet — revisit their reasons for leaving (Module 2, R6). Don't let vague uncertainty become a lost placement.
Tone — Confident, Not Desperate
Do
"I'm really pleased the client chose you. Let's get this wrapped up so you can start planning your transition."
"We have no horse in this race — it's entirely your decision. I just want to make sure you have everything you need to make it."
"We have no horse in this race — it's entirely your decision. I just want to make sure you have everything you need to make it."
Don't
"You really need to sign this quickly before they change their mind." (Desperation.)
"I've worked really hard on this — I'd hate for it to fall through." (Making it about you.)
"The client won't wait forever." (Threatening.)
"I've worked really hard on this — I'd hate for it to fall through." (Making it about you.)
"The client won't wait forever." (Threatening.)
After the call: Once the offer is signed, move immediately to the Offer Accepted Handoff. If not signed, agree the resignation date and pre-resignation call time during this conversation — you'll need both for Resignation Coaching.
M3
Competitive Positioning
The "2nd candidate" technique. Subtly and consistently remind both sides that there is competition — another candidate for the client, another opportunity for the candidate. This creates natural urgency without pressure and must be seeded throughout the process, not dropped at the end.
The principle
"If you only mention competition at the offer stage, it sounds manufactured. If you've been referencing it naturally from the first interview briefing, it's just a fact both sides have known all along. Credibility comes from consistency."
Why It Works — And Why Timing Matters
Seeded early = believed
When a candidate has heard "there's another strong candidate in the process" since their first interview briefing, it's a fact they've accepted. By the time you present the offer and say "you're getting the first offer," they already know there's someone behind them. It's not a surprise — it's a confirmation.
Dropped late = distrusted
If the first time you mention another candidate is at the offer stage, the candidate thinks: "Why are you telling me this now? Is this a pressure tactic?" It feels manipulative — even if it's true. Late drops damage trust and can backfire, causing the candidate to slow down or disengage.
Seed-Drop Map — When and What to Say
Each touchpoint builds on the last. By the offer stage, competition is an established fact — not a negotiation tactic.
| Stage | To candidate | To client |
|---|---|---|
| Pitch & Submit | — | "I'm presenting 3 candidates for this role. All are strong — but [Candidate A] has also indicated interest from another employer, so speed will matter if they perform well." |
| Pre-interview briefing | "Just so you know, there is another strong candidate interviewing. That's normal. Focus on being yourself." | "This candidate is also in an active process elsewhere. If they interview well, I'd recommend moving quickly." |
| Post-interview debrief | "The client was impressed. They're also meeting one other candidate this week, so I'll have feedback soon." | "They had a great experience with you. Just to flag — they do have another process running, so if you want to progress them, let's lock in the next round this week." |
| Hypothetical offer call | "I'm working through offer details with the client for you and one other shortlisted candidate. Help me build the strongest case for you — what would you accept?" | — |
| Offer presentation | "You and another candidate made the final shortlist. You're being made the first offer. I need 10–15 minutes to walk you through it." | — |
Rules of Engagement
Always truthful
If you're presenting a shortlist of 3, there ARE other candidates. If the candidate IS interviewing elsewhere, that's a fact. You're not inventing competition — you're surfacing what's already real. If you only have one candidate, don't fabricate a second.
Always casual
This is dropped into conversation naturally. "Just so you know..." or "I should mention..." — never dramatic, never urgent. It's information, not leverage.
Never weaponised
Don't use it to threaten: "You need to decide fast or the other candidate will get it." That's desperation. The seed works because it's subtle and consistent — not because it's aggressive.
Never specific
Never name the other candidate or the competing employer. "Another strong candidate" or "they're in another process" is all you need. Specifics invite comparison shopping and confidentiality issues.
The mindset shift: You're not creating urgency — you're revealing it. In any good search, there IS competition on both sides. Your job is to make sure both parties are aware of that reality so they make timely, informed decisions. If you've done this well throughout the process, the offer stage is a natural conclusion — not a hard sell.
M3
Counter-Offer Defence
Counter-offers kill more placements than bad interviews. Prepare for them before they happen — not after the candidate calls you conflicted.
COUNTER-OFFER STATISTICS
80%
of candidates who accept a counter-offer leave within 6 months
50%
of counter-offers are made just to buy time to find a replacement
1
"They've offered me more money to stay"
The most common counter-offer — and the weakest reason to stay
▼
- Reframe: "When did they last give you a raise without you having to resign? The fact they're only offering this now tells you something about how they value you day-to-day."
- Remind them of R6: Bring them back to their reasons for leaving. Money wasn't the primary driver. What about the lack of progression, the management style, the culture issues?
- The data: "80% of people who accept counter-offers leave within 6 months anyway. The underlying reasons don't change just because the salary does."
- Trust erosion: "Once you've resigned, the trust is damaged. You'll be first on the list for redundancies, and likely excluded from future internal opportunities."
2
"They've promised me a promotion"
A promise is not a promotion — it's a retention tactic
▼
- Reframe: "If the promotion was coming, why did it take your resignation to trigger it? What changed — your capability, or their risk of losing you?"
- Get specifics: "Is the promotion confirmed with a new title, new salary, and a start date? Or is it 'in the next review cycle'?"
- Future-proof: "Even if the promotion is genuine, the reasons you wanted to leave are still there. A bigger title in the same environment doesn't solve the underlying issues."
3
"I feel guilty leaving my team"
Loyalty is admirable — but it's not a career strategy
▼
- Normalise: "Feeling guilty is completely normal. But would your employer feel guilty about making you redundant if the business needed to? You have to make the decision that's right for your career."
- Reframe loyalty: "The best thing you can do for your team is leave well — proper handover, professional transition. They'll respect that."
- Remind of stakes: "This role offers you [specific benefits from R6]. In 12 months, will you regret not making this move because of short-term guilt?"
Prevention is better than cure: The best counter-offer defence happens at the screening stage (Module 2, R6 — Reasons) and during interview prep. Plant the seed early: "If your current employer counter-offers, how will you handle it?"
M3
Offer Accepted — Handoff
Once the candidate signs the offer, the job order is technically closed. But your work isn't done — you have three immediate actions before Module 4 (Billing & Collections) takes over invoicing.
A) Phone Call to Hiring Manager
Within 1 hour of candidate signing. This is your formal "congratulations" conversation.
B) Congratulations Email to Client
Send within 2 hours. This is your final direct action on the placement.
C) Internal Handoff
Notify your Desk Lead and update your CRM. Then accounts takes over.
Timing matters: The handoff moment is critical. The candidate has signed, the client is excited — this is when they're most engaged. The faster you provide onboarding information and confirm next steps, the better the first impression.
M3
Resignation Coaching
Resignation is a moment of vulnerability. The candidate's current employer will fight to keep them. Your job is to coach them through the resignation conversation and protect the new placement.
RESIGNATION TIMING
Call the candidate 1 hour before they resign. Not the day before, not 30 minutes before — 1 hour. This gives them time to think through what you've told them, settle their nerves, and go into the resignation conversation clear and confident. The resignation date and call time are agreed during the offer presentation call.
1
Prepare the Resignation Letter
Write it together, get it perfect, then the candidate delivers it verbally
▼
- Keep it simple: The letter should be brief and professional. "I am writing to formally resign from my position, effective [notice period]. Thank you for the opportunities I've had." That's it. Don't over-explain or justify — it invites argument.
- Notice period: Confirm the exact last day. If they're giving 2 weeks notice and starting new role in 3 weeks, their last day is 2 weeks from today. Be precise.
- Have it ready: The candidate should have the letter printed or ready to email before the resignation conversation. Don't wing it.
2
The Resignation Conversation
How to have the conversation without getting derailed
▼
- Talk to the manager face-to-face (or video): "I've decided to resign. I'm handing in my notice effective [date]." Hand over the letter. Done. Don't sit in a long conversation unless the manager asks questions.
- Expect a counter-offer: Manager may say "Wait, let's talk" or "Can we discuss this?" They might offer more money, a promotion, better hours — see the Counter-Offer Defence section (above) for how to handle this. But the candidate should be prepared: "I've made my decision. My notice period is [date]."
- Expect emotion: They might get upset, angry, or disappointed. That's normal. The candidate should stay calm and professional. "I appreciate everything I've learned here. I'm committed to a smooth handover."
- Don't be drawn into negotiation: The notice period is not negotiable (unless agreed otherwise). The resignation is final. If the manager tries to negotiate the end date, the candidate should say "My last day is [date]. That's firm" and walk away.
3
Post-Resignation Check-In
Call within 2 hours after the conversation
▼
- How did it go? "Tell me what happened. How did your manager take it?"
- Any counter-offer? If they were counter-offered, remind them of the data and their original reasons for leaving (see Counter-Offer Defence, above).
- Their emotional state: Are they confident in the decision, or are they wavering? Listen actively. If they're nervous, remind them: "You've made the right decision. The new role is the right move. You're going to do great."
- Confirm the timeline: "Your last day is [date]. Your new role starts [date]. That gives you [X days] buffer. You're on track."
- Next steps: "I'll stay in touch during your notice period. If anything changes or you get any pushback, call me. Otherwise, I'll check in a few days before you start the new role."
You own the resignation moment: This is when a placement is most at risk. Counter-offers, guilt trips, emotional appeals — they all happen here. Your coaching call 1 hour before is insurance against all of that. Set the candidate up to walk in calm and confident.
M3
Notice Period Management
The notice period is a holding pattern. The candidate is resigning, the current employer knows about the new role, and things can get uncomfortable. Your job is to keep them focused and committed.
Weekly Check-Ins During Notice Period
Call or text once a week: "How's it going? Everyone treating you okay?" This is a low-key touchpoint. You're keeping the relationship warm and watching for red flags (like the current employer making the role unbearable or the candidate having cold feet).
Watch for Red Flags
During notice period, watch for: they're being excluded from meetings, they're being given menial tasks, they're getting pressure to leave early, they're being told the new role is risky, they're getting isolated by the team. Any of these are signs the current employer is trying to pressure them out or erode their confidence. Flag it to your Desk Lead if it escalates.
Final Week — Confirm They're Still Committed
3 days before their last day, call: "You're still ready to start on [date], right?" 99% of the time it's a yes, but occasionally someone gets cold feet in the final week. Better to know early than to have them pull out the day before they're supposed to start.
The notice period is silent risk: After they've resigned, you're not visible in their daily environment. But they could get counter-offered again, could get bullied by their team, or could have second thoughts about the move. Regular check-ins are your early warning system.
M3
Onboarding Follow-Up
Once the candidate starts, your job transitions from recruitment to protection. The first month is critical — if there are mismatches between expectations and reality, they show up here.
Onboarding Check-In Cadence
Standard check-ins during the first month. These are your guarantee period anchor points.
Watch for Early Red Flags
In the first month, watch for: candidate says they're overwhelmed, manager says they're struggling with the role, team feedback is cool, candidate is asking about other jobs, manager is unhappy with their technical skills. Any of these are signals. Address them.
If There's a Mismatch, Act Immediately
If by Week 2 it's clear the role or company isn't right, escalate to your Desk Lead. Sometimes a conversation between the manager and candidate can fix it. Sometimes the placement won't work. Either way, you want to know early — not in Month 3 when the candidate is job hunting.
You're the bridge during onboarding: The candidate is getting to know a new team, new culture, new systems. Your calls are a touchpoint back to a familiar face (you). Use that. Keep them confident, listen for concerns, and escalate problems early.
M3
Guarantee Period Management
The guarantee window is your final obligation to the client. Track it, manage it, and use it to build the relationship that generates repeat business.
6 Months
Package $100K or More
All placements where the candidate's annual package is $100,000 or higher. Standard for most APB placements. 6 check-in touchpoints minimum.
3 Months
Package Under $100K
Placements where the candidate's annual package is under $100,000. 3 check-in touchpoints minimum.
For fee percentages and BD-context terms, see Module 1: Fee Structure & Terms. For the contractual source-of-truth on guarantee rules, the 8 clauses, the 4-week exclusive right to replace, and replacement-credit interactions, see Module 4: Guarantee Rules & Conditions. Always check the client's signed Terms of Business — older agreements may have different thresholds.
Guarantee Tracking Cadence
Set reminders for each check-in. These are non-negotiable touchpoints.
THE GUARANTEE IS YOUR REPEAT BUSINESS ENGINE
"Every guarantee check-in is a touchpoint with the client. Use it. Ask how the team is going, whether they're hiring for anything else, whether they know anyone who's hiring. The consultant who stays close during the guarantee is the one who gets the next brief."
A successful guarantee period should naturally transition back to Module 1 (BD) activity — new opportunities from the same client.
Guarantee claim risk: If at any point during the guarantee either side expresses serious concerns, escalate to your Desk Lead immediately. The most common reasons for guarantee claims are: mismatched expectations (fixable with mediation), performance issues (flagged too late), and cultural misfit (usually visible by Month 2). Don't wait for a formal complaint — act on the signals.
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