A few weeks ago, Butler Street Managing Partner Mary Ann McLaughlin published a blog on how salespeople can set the stage for winning a deal from the very first “hello” with a client. Her message centered on being intentional from the very beginning. Recently, I’ve had several conversations about how many recruiters struggle with the “negotiation” side of the job. The connection was too strong to ignore—so I wanted to take this opportunity to share some advice and support for that side of the staffing business.
It's true. Too often, recruiters view negotiation as a single event that occurs once the offer is extended. The truth is that negotiation begins long before compensation numbers are discussed. It begins with the first conversation a recruiter has with a candidate. From that moment, you’re influencing how they view the opportunity, the organization, and you as a trusted advisor. By the time you’re "officially" negotiating, the outcome has already been shaped by everything leading up to that point.
Negotiation is not a one-time hurdle; it’s the sum of every candidate interaction. Think of it as an ongoing dialogue, not a debate. Every question you ask, every detail you share, and every follow-up you deliver, or fail to deliver, becomes part of the negotiation process.
Candidates are continuously evaluating:
Do I trust this recruiter?
Do they understand me, my needs and wants?
Do I believe what they are saying – can I trust them with my career move?
By recognizing that negotiation is a process means you can be more intentional in every touchpoint. Instead of waiting until the offer to "win," you’ve already been laying the groundwork with empathy, credibility, and consistency.
The opening conversation with a candidate is the most critical point of influence. This is where you begin to:
Establish credibility by demonstrating you understand the market and the role.
Listen actively to the candidate’s operating reality, their goals, motivations, frustrations, and career aspirations.
Set expectations about communication, process, and transparency.
The questions you ask here matter. PLACED questions (People, Location, Attainment, Challenge, Earnings, and Dependability) give you a clear structure to uncover what the candidate values most. These insights not only guide your recruiting strategy but also shapes how you’ll present and negotiate the offer.
One of the most common mistakes recruiters make is allowing compensation to dominate the conversation too early. Pay is important, but candidates make decisions based on value…and value looks different to everyone. One may prioritize flexibility, another growth opportunities, another stability. Your job is to uncover those priorities and connect the opportunity to them consistently.
Every time you reinforce value, you are pre-negotiating. You’re aligning the opportunity with the candidate’s personal scorecard. When the offer comes, they are not just weighing salary—they’re weighing the full package of benefits, alignment, and trust you’ve built.
Concerns don’t appear only at the end; they surface throughout the process. Recruiters who wait until the offer to address them are often blindsided. That’s where the LAER model (Listen, Acknowledge, Explore, Respond) is invaluable.
For example:
Listen when a candidate expresses hesitation about relocation.
Acknowledge their concern with empathy.
Explore what factors could make a move possible.
Respond by connecting resources, solutions, or alternative arrangements.
By addressing concerns as they arise, you keep the dialogue open and reduce the chance of late-minute deal-breakers. This is negotiation in action—long before any paperwork is drafted.
One of the most underrated aspects of negotiation is consistency. Following up when you say you will, providing clear updates, and keeping even small commitments all reinforce reliability. Over time, these behaviors build confidence. When you extend an offer, the candidate is not just evaluating the role—they’re evaluating you as a partner they can trust.
When the offer finally arrives, it should feel like the natural continuation of your conversations, not the beginning of a tug-of-war. If you’ve listened, aligned value, and addressed concerns along the way, the offer discussion becomes confirmation rather than confrontation.
Instead of asking, “Will you accept this offer?” you should be able to say, “Based on what you’ve shared, here’s how this opportunity aligns with what matters most to you.” This approach shifts the conversation from defending numbers to confirming fit.
Negotiation begins at hello. Every candidate interaction shapes the eventual outcome.
Understand the candidate’s operating reality. Use PLACED questions to uncover decision drivers.
Focus on value alignment. Compensation is important, but value is personal and multidimensional.
Address concerns early with LAER. Don’t wait until the offer to resolve objections.
Be consistent. Reliability builds trust that makes final negotiations smoother.
Recruiting is negotiation. From the first hello to the final signature, you are guiding a candidate through a decision-making journey. The recruiters who excel aren’t the ones who out-argue candidates at the offer stage, they’re the ones who cultivate trust, align value, connect opportunities to what matters, and address concerns throughout the process. They are the ones who transform from a transactional recruiter into a trusted adviser.
Want to strengthen your recruiting team’s ability to build trust and close more placements? Butler Street specializes in recruiter training and development programs that help you Become the Only Choice®. Connect with us and learn how we can help you and your people grow.