top of page
Search

Seal the Offer! 5 Tips to Keep Great Hires Before They Start

  • Writer: Michelle Kemp
    Michelle Kemp
  • Jun 30
  • 3 min read

You’ve interviewed top candidates for a leadership role, extended an offer, and they’ve accepted. You and your team are excited for them to start and move the organization closer to shared goals. One week before their start date, you receive an email saying they are rescinding their acceptance letter. You’re devastated and frustrated, and now you have to rehire for this position. Does this sound familiar? According to a Gartner survey shared by SHRM, over 50% of candidates who accepted a job offer reneged in favor of another opportunity. In today’s competitive job market, top talent has options and makes choices based on opportunities that align with their personal philosophy and career goals to determine their best fit. 

 

So, how can employers get ahead of this trend and reduce the risk of losing a great hire before their day one? Our expert opinion is that it starts with thoughtful and inclusive onboarding that begins during the hiring process and extends beyond the employee's first day to understand the overall employee experience. Meaning consistent communication to keep the new hire engaged by giving them insights and providing transparency of their role, team dynamics, individual and shared priorities, work culture, and policies. Any misalignment or lack of communication can open a door for that new hire to explore.

 

With years of leading national searches and advocating for both clients and candidates, here are our top 5 recommendations for keeping your new hire engaged and committed before they walk through the door.

 

1. Align Their Interests Early. Great hires want to know how they’ll grow in your organization. Ask about their goals and values during the interview process, then clearly outline how the role and your team, including the culture, can support them. For example, if their goal is to hold an executive role within 1–2 years, share realistic expectations, development pathways, and success metrics that make that vision real. The clearer the picture, the more they can envision themselves in it. This clarity builds trust and helps them imagine a future with the team and organization.

2. Be Transparent. Set expectations for what the first year will look like and consider team dynamics (strengths, growths, and cultural nuances), planning cycles, peak seasons, work location options, and role priorities. Share your management style and communication preferences. Give a high-level view of the organization’s direction, their impact, and who they’ll collaborate with. These details don’t need to be granular, but should offer guidance to help shorten the learning curve, allowing that person to get acclimated and plan their time effectively. Also, ask if they are interviewing with other organizations. More transparency reduces surprises and creates more insight to align with their needs.  

3. Follow Through on Promises. If you say you will share documents or have a check-in before they start, do it. Send calendar invite(s) and email next steps to hold yourself (the manager and HR) accountable for delivering what you promised. Even after an offer is signed, your new hire is still evaluating whether they made the right choice. Timely follow-through shows you’re organized, responsive, and invested in their success. First impressions matter just as much after an offer as it shows your management and internal practices. 

4. Make a Peer Connection. Before their official start date, connect them with a future colleague, not just HR. This gives them a peer perspective and allows them to get a feel for the team culture. Ideally, this person should genuinely believe in the organization and speak authentically about the employee experience. If their role in some capacity impacts them, even better, as they are helping you seal the deal (Teamwork, makes the dream work!).

5. Keep the Momentum. Time kills deals. Too much silence between offer acceptance and start date can create space for second-guessing or competing offers. Even if you’re waiting on logistics, a simple check-in or sharing resources can maintain excitement and engagement.

 

At the end of the day, great onboarding is about building connection and rapport, not just sending checklists. These thoughtful touchpoints can make all the difference between a successful hire and a disappointing loss.


 
 
 

Comentarios


bottom of page