So, you’ve found the perfect candidate and are ready to make an offer.
Congratulations!
But before you pop the champagne…
The offer stage is more than just paperwork.
It’s the moment where all the effort you’ve put into sourcing, interviewing, and evaluating a candidate culminates in a single message: We want you here, and here’s what that looks like.
Handled well, it sets the tone for a strong working relationship built on clarity, respect, and trust.
Rushed or impersonal, and you risk creating hesitation before they’ve even started.
In this blog, we’ll walk through how to do it right—strategically, thoughtfully, and with a touch of humanity.
Make a Personal Call First
Before you send anything written, get on a phone or video call—and make it personal.
This step is often skipped, but it’s the emotional groundwork for the entire offer process.
This isn’t the time to dive into details or start negotiating.
It’s about connection.
A simple, sincere call at this stage can go a long way in reinforcing their excitement—and yours.
Done well, that five-minute conversation lays the foundation for trust and makes the formal offer that follows feel intentional, not transactional.
Presenting the Offer: Set the Tone Like a Pro
Before anything verbal, before any negotiation—get the formal offer ready and polished.
Not in a generic Word doc, either; try clean branding, strong visual hierarchy, and copy that feels thoughtful and personal.
A well-structured offer letter reflects how you do business.
It sets expectations, shows professionalism, and makes it easier for the candidate to say yes with confidence.
Here’s what it needs to include:
Job Title & Role Clarity – Include The Search Profile
Be specific. Avoid fluffy titles or vague responsibilities. Candidates want clarity: what exactly is expected of them, and how will their success be measured?
Compensation Breakdown
Not just salary. Break out base pay, bonuses (signing, annual, performance), stock options or equity (with vesting schedule), and potential raises. If it’s a variable-heavy comp package, model it out: “Here’s what Year 1 looks like under conservative and stretch scenarios.”
Benefits & Perks
Think beyond the basics. Health insurance and PTO are table stakes. Highlight anything differentiated: fully remote? Quarterly retreats? Mental health stipend? Four-day workweeks? Detail it.
Start Date & Reporting Lines
Be clear on the reporting structure—who they’ll report to, dotted-line stakeholders, and any relevant team dynamics. Give them context, not just a name on a box.
Response Deadline
I typically recommend giving candidates 3–7 business days, depending on the seniority of the role and urgency on your side. You want to show respect for their decision-making process but also keep momentum.
Next Steps & Onboarding
Show them the runway. Outline what happens after they sign: onboarding schedule, intro calls, pre-start reading list, or even a welcome gift. The goal? Minimize uncertainty, maximize energy.
Awakened Tip: Use white space, bullet points, bold headers, and good typography.
A chaotic, text-heavy letter subconsciously signals disorganization.
If design isn’t your thing, get someone on your team to finesse the layout!
Position the Offer Strategically: It’s About More Than Salary
This is the part where the art comes into play, and the positioning really matters.
Great candidates often have choices, so it’s important to paint a clear picture of the full value your company offers—beyond just compensation.
Think long-term growth, team dynamics, and what it actually feels like to work there.
Career Trajectory
Show them the ladder and the elevator. Where does this role go? What does growth look like at 6, 12, and 24 months? Back it up with real examples of people who started in similar roles and advanced.
Mission & Values Fit
People leave jobs, but they stay for missions. Remind them why this company is worth committing to—what problem you’re solving, how their role ladders up to something bigger, and what your leadership values.
Team & Culture
If you’re not sending over a short video from the team, or at the very least sharing a few success stories from current employees, you’re missing a huge opportunity to reinforce belonging before Day 1.
Here’s a message I’ve used in actual offer presentations:
“We’re offering more than a job—we’re offering a community, a vision, and a place where your work will have a visible impact. You’ll have access to mentors, resources, and ownership over projects that make a difference. We’re not just hiring you, we’re excited to invest in your journey.”
Prepare for the Negotiation (Because It’s Coming)
Great candidates negotiate.
In fact, you should want them to.
It’s a sign they’re thinking carefully, advocating for themselves, and assessing the opportunity with intention.
This is your chance to build alignment and set the tone for a strong working relationship.
Here’s how to approach it with confidence:
Know Your Upper Boundaries
Before you extend anything, align internally on the ceiling of what you can offer—not just in salary, but in total comp. This includes sign-on bonuses, equity refreshers, benefits upgrades, and perks. Know what’s flexible and what’s not.
Have Modular Offers Ready
I’ve had success presenting tiered options, especially for exec-level or strategic hires. For example:
Anchor to Total Value
If you can’t move on salary, you need to be able to fluently pivot to things like:
Something I often say:
“If the base isn’t quite where you were hoping, let’s talk about other levers—leadership scope, flexibility, mentorship, or even timing for a comp review based on performance.”
Above all, be transparent.
Negotiation is about mutual fit, not a win/lose battle.
Make the Follow-Up Experience Feel White-Glove
Once the offer is out, don’t disappear.
This is a critical phase where silence can breed doubt.
Here’s what I do:
Send a Quick “We’re Here” Note
Right after sending the offer, I follow up with a friendly message letting them know I’m happy to answer any questions and that I respect their process.
Follow Up Gently, But Intentionally
A couple days before the deadline, I check in casually:
“Hey, just wanted to see if you had any questions or needed anything from us as you finalize your decision. No rush—just here to support you.”
Celebrate the Yes
When they accept, celebrate it! Send a welcome email from the team, a small gift, or even a handwritten note. Start building their emotional connection to your company before they even log in on Day One.
Go Beyond Email: Deliver with a Human Touch
For senior hires, or people you’re particularly excited about, don’t hide behind email.
Do the offer live—on Zoom or in person if you can.
This lets you gauge their reaction in real time, answer questions, and set a collaborative tone from the jump.
Any time we can meet with someone in person, it creates a different form of connection.
I also recommend walking them through the entire offer, covering every section, and pausing to explain context or highlight special features.
Make it feel like a conversation, not a contract drop.
Final Thoughts: This Isn’t Just a Transaction
The offer stage is one of the most pivotal moments of the hiring process.
It’s not only about salary or benefits.
It’s about building trust, creating alignment, and showing the candidate what it will feel like to work with you.
Strong hiring leaders know this and approach it with the same thoughtfulness they bring to interviewing and selection.
If you want to hire great people, you need to:
And remember: people don’t just want to be hired—they want to be chosen.
Hiring is storytelling.
Make sure the offer is your strongest chapter yet.
Want help structuring creative comp packages or benchmarking what “competitive” really looks like in your industry?
There are many organizations who do this well.
Reach out and I can direct you to some.
Stay tuned for my next blog where we’ll dive into the art of successful onboarding!
Blog written by Catherine R. Bell of The Awakened Company.