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Top 10 Reasons Candidates Decline Your Offer... And What to Do About It!

You've interviewed and made an offer to a candidate and are surprised to learn that he or she has declined your offer. This can happen for a variety of reasons. Here are the top 10 reasons candidates may turn down an offer:

1. Compensation offered was too low or differed from what was discussed.
   Solution: Never discuss or present a salary or income potential that cannot be achieved. Make your compensation plan as attractive and competitive as possible within the means of the practice potential. If you are uncertain, investigate available compensation surveys or other possible data. It is also wise to discuss the candidate's expectations before making an offer to avoid this problem.
   
   
2. Contract or employment offer was too slow in coming.
   Solution: The best time to review your contract and or employment agreement is before you begin your search. The recruitment environment is competitive and candidates usually interview with several potential employers, making it likely they are holding offers in hand at the time of their visit. Many candidates will not wait if your offer is too slow in coming. If your contract is not ready, consider offering a candidate a letter of intent to let them know the formal offer is in process. Better yet, be ready before you bring the candidate out for a visit.
   
   
3. Practice did not seem busy enough; no solid evidence of growth potential.
   Solution: Ensure that your medical staff plan supports the addition of the specialty or position based on solid data and fully share this information in detail with the candidate. If the business or growth simply isn't there you should not be recruiting. Adding a physician or provider simply to expand the call schedule will be costly and counterproductive in the long run if there is not enough business to support the decision.
   
   
4. Practice buy-in was too high or length to partnership was too long.
   Solution: Competition in the recruitment marketplace mandates that your offer for partnership match the market conditions in your area. Do your homework to see what your competition is offering to their new hires. Partnership is generally offered after one or two years, anything longer is unusual. Buy-in also needs to be reasonable, explainable and structured or financed over a few years. Remember, this needs to be a win-win for both the new hire and the existing partners. Keep in mind that partnership agreements that were crafted years ago may no longer reflect current market conditions.
   
   
5. Candidate got a better offer or another location was a better fit.
   Solution: Learn in advance what it will take to attract the candidate to your practice. If the other location is truly a better fit, learn what makes it so. If nothing can be changed to accommodate the need, probe to see if an alternative may sway the decision, e.g., a stipend during final training year, signing bonus, possibly earlier partnership or some creative solution to meet or exceed the other offer. Caution – do not get into a bidding war. But if you believe the candidate genuinely prefers your location and practice, explore what you can do to make it happen.
   
   
6. Candidate received and accepted a counter offer to stay.
   Solution: Call your candidate to learn if the decision is truly final. The best strategy for this situation is not to let it happen! Discuss this option with the candidate during the recruitment process. Learn what the motivating factors are in his/her decision making process and try to anticipate those. If the decision is final, remember to conduct an "exit" interview. Find out what you could have done differently and learn from the experience.
   
   
7. Candidate could not proceed because house wouldn't sell.
   Solution: Much can depend on how serious your interest is in hiring the candidate and how intense the need. If it is possible, delay the planned start date for a few months. Align yourself with a creative realtor who can assist the candidate in setting the house up for lease or rent, hopefully with an option to buy. See if a local bank might be able to offer a relatively short-term low-interest loan to accommodate the candidate's needs until the property sells. Look into the possibility of renting a house in your community and help underwrite that cost until the candidate's house sells. Be creative.
   
   
8. Candidate did not feel welcomed by or comfortable with the group or hospital physicians or management/administration.
   Solution: Consider assigning a peer liaison to act as a host before, during and after the site visit. If your candidate is coming with his/her significant other, be sure to find out about their interests, professional plans and family needs. The courtesy you show will be noted and appreciated. Similarly, ensure all group physicians and executive administration knows the background and interests of the visiting candidate and spouse so they can communicate on a friendly basis that shows genuine interest. Don't leave this to chance – brief all who they will be meeting and share what is important to know about them.
   
   
9. The practice/community did not seem like the right "fit" to the physician/candidate.
   Solution: If a candidate tells you this it could be a blanket excuse for any number of other problems or concerns. Probe to learn what the candidate specifically means by this and be prepared to research and offer additional information that might change the candidate's mind. Extend an invitation to make a second site visit if you believe it may be beneficial. However, if the candidate expresses a general malaise about everything and offers up no specific objections or reasons they feel this way, they probably truly are not interested and it is best to move on.
   
   
10. Location, location, location. The spouse/family disliked the community/did not fit their needs.
    Solution: Again, the best time to address community concerns is at the very beginning of the recruitment process. Skillful interviewing and good listening skills will help screen out candidates who will not be comfortable in your community. Know what they need and whether you have it! Good screening in the beginning of the search process will help eliminate bringing the wrong candidates to interview and visit. Conducting good, in-depth telephone interviews will save money, time and frustration later in the process.

Please contact us to further discuss offers that you have extended that have been declined or share your success story with us and we may publish your solution soon!