Making an offer is a sequence: decide the terms, call the candidate, send the offer in writing, handle questions and negotiation, and welcome them. Each step below says what to do and why it matters. Closing really starts earlier, so you will also learn what to listen for during the process.
Step 1: Confirm the decision and approvals
What to do: Make sure the hiring decision is final and everyone who must sign off has done so. Confirm the offer letter template, who will call, and that your team knows the candidate is about to receive an offer.
Why: An offer you have to walk back damages trust and your reputation. Settling approvals first lets you move fast once you decide.
Step 2: Set the compensation and check that it is fair
What to do: Decide the base pay, equity and any bonus before you call.
- Know your range and your walk-away number.
- Compare the offer with similar roles on your team, so you do not create an inequity.
- Check it against the range in your job posting. Many places require posted ranges, and a candidate will notice if the offer is below them. See compensation requirements for job postings.
- Write down the equity terms: type, number of shares or options, vesting and, for options, how the strike price is set.
For how to set ranges and bands, see the compensation strategy guide.
Why: Offers that are consistent and defensible hold up over time, and you can explain them when a candidate or a current employee asks.
Step 3: Read closing signals from the first interview
What to do: Treat closing as a habit across the whole process, not a final push. Be open about pay early, share the range and ask what the candidate is looking for. Near the end of an interview, ask:
- What excites you about this role?
- Are you expecting other offers, and when do you expect to hear?
- What would make this a clear yes for you?
- If we made an offer today, how likely are you to accept, on a scale of 1 to 10? What would move it higher?
Strong signs are questions about start dates, team and equity, meeting more of the team and quick replies. Weak signs are slow replies, vague timing and no questions about the role. Candidates usually weigh the company, the job and the people they will work for, so tailor the pitch to what they told you.
Why: A surprise at the offer stage is usually something you could have heard weeks earlier. You can persuade a candidate, but do not pressure them into a decision.
Step 4: Check references and conditions
What to do: Finish reference checks, and tell the candidate about any conditions, such as a background check or work authorization.
- Background checks: federal law requires written notice and consent for a third-party check and a set process if you decide not to hire because of it. Many states and cities also limit when you can consider criminal history, often until after a conditional offer, so check the rules where you hire.
- Identity and work authorization: in the US, you complete Form I-9 after the person accepts the job, not before. See USCIS’s I-9 Central. Fake-candidate fraud is a real risk in remote hiring, so run identity checks through a proper process. See how to run a recruiter screen.
Why: Naming conditions up front prevents hard conversations later, and following the process protects you and the candidate. This is general information, not legal advice.
Step 5: Make the verbal offer
What to do: Call the candidate the same day or the next day after you decide. The hiring manager or a founder should make the call, because the candidate wants to hear from the person they will work for. Use this outline.
Hi [Name], it's [your name]. I have good news. We'd love for you to
join [Company] as [title], and I wanted to call you first.
Here are the main terms:
- Base salary: [amount]
- Equity: [number of shares or percentage and vesting terms, if any]
- Start date: [date or range]
- Benefits: [one-line summary]
- Reporting to: [name]
The reason we chose you is [specific, honest reason].
How does that sound? What questions do you have?
[Listen. If they react positively:]
Great. I'll send the written offer by [day]. It will stay open until [date].
Is there anything that would stop you from saying yes?Listen for hesitation. If you hear any, ask what it is and answer it directly. Get a verbal acceptance before you send the written offer. If they ask for time, agree on a date to speak again.
Why: A call lets you hear the reaction, fix concerns and keep the relationship warm. Delay gives other offers time to land.
Step 6: Send the written offer
What to do: Send the letter promptly after the verbal yes. It should include:
- Job title, start date and who they report to
- Base pay and pay frequency, and any bonus or commission terms
- Equity: the number of options or shares, vesting schedule and strike price or how it will be set, in the format your counsel provides
- Benefits summary, or a link to it. See the sample benefits page.
- Conditions, such as a background check or work authorization
- Whether employment is at-will, where applicable
- The date the offer expires, and how to accept
Read how to write a hiring offer letter for a sample letter and a breakdown of the sections, and have counsel review your template.
In Dover: create an offer letter template once in Settings → Offer Templates, and add variables such as the candidate’s name, start date and salary. When a candidate reaches the Offer stage, open their profile, click Create offer, choose the template, fill in the details, sign and add it to the candidate portal. Dover gives the offer a link that appears in their portal. Share it yourself or click Draft offer email. The candidate signs electronically, their profile shows Offer signed and you can download a PDF. Offer templates are on the free and Premium plans, and generating, sending and signing offers is a Premium feature. See Offers.
Why: A written offer makes the terms clear for both sides, prevents misunderstandings and gives you a record.
Step 7: Handle negotiation and competing offers
What to do:
- Ask what is behind the request. A request for more money may really be about equity, title or growth. Ask before you answer.
- Know your limits. Decide before the call what you can move: base, equity, a signing bonus, start date or scope. Keep pay fair compared with current employees.
- Do not match on reflex. If they have another offer, ask what they like about it and what matters most to them. If your offer cannot compete on cash, be honest and lean on what you can offer. Beat competing offers covers how.
- Explain your reasoning. Say how you set the number. For scripts and equity talk, see founder salary negotiation.
- Put any change in writing. Update the letter and confirm what changed. In Dover, use Manage offer and Recreate offer to replace it, remembering the old version is no longer accessible.
Why: Negotiation is a normal part of accepting a job. Handled openly, it builds trust and keeps pay consistent.
Step 8: Set a deadline and keep in touch
What to do: Put a clear expiry date in the letter, usually several business days out, so the candidate can think and talk to people they trust. If they ask for an extension, ask why and decide whether to give it. If they are waiting on another company, ask when they expect to hear and whether you can speed up your side. Stay in contact during the waiting period: a call from a teammate, a message from the founder or an invitation to meet the team can help. Do not invent false urgency.
Why: A fair deadline respects the candidate and still keeps the process moving. Silence is when candidates drift to other offers.
Step 9: Respond well when the answer is no
What to do:
- Thank them and respond quickly and kindly.
- Ask what drove the decision, whether it was pay, role, location, timing or something else, and listen without arguing.
- Decide whether you can change the offer. If you cannot, say so and leave the door open.
- Record the reason. If it keeps coming up, fix it in your process, pay range or pitch.
- Keep a runner-up warm while an offer is out, and tell them politely that you are still deciding.
- Keep in touch with the person who said no. People change jobs, and a good relationship may bring a referral later.
Why: The reason for a no is the best data you have on your offer, and how you respond shapes your reputation.
Step 10: Welcome them and close out the search
What to do: Send a welcome email and have the team reach out. The founder or manager should schedule a follow-up call to answer questions and make the person feel welcome. Stay in touch before the start date, share first-week details and tell any runner-up candidates that you have filled the role. In Dover, move the candidate to the next stage and send saved rejection emails to the others. See how to protect your employer brand when you’re hiring.
Why: The period between acceptance and day one is when new hires have second thoughts. A warm welcome and clear next steps keep them committed, and closing out the other candidates well protects your employer brand.
Frequently asked questions
Should you make a verbal offer before the written offer?
Yes. Call the candidate, share the main terms, and get a verbal yes before you send anything in writing. It lets you hear their reaction and fix concerns before the letter goes out.
How long should a candidate have to accept an offer?
Give them enough time to decide thoughtfully, commonly several business days, and set a clear date. If they are waiting on another offer, ask when they expect to hear and decide whether you can move your timeline.
What should you do if a candidate asks for more money?
Ask what is behind the request, then decide whether you can adjust base pay, equity, start date or other terms. Stay inside your budget and keep pay fair compared with current employees.
What should an offer letter include?
Title, start date, compensation, equity if any, benefits, who they report to, any conditions such as a background check, and an expiry date. Have counsel review your template.
Can I make an offer contingent on a background check?
Yes, in most places, but follow the rules. Federal law requires written notice and consent for a third-party background check and a specific process if you decide not to hire based on it, and many states and cities limit when and how you can consider criminal history. Check the rules where you hire.
What if a candidate turns down the offer?
Ask what drove the decision, thank them, and stay in touch. Their answer shows whether the issue was pay, role, timing or process.
Create and send offers in Dover
Build an offer letter template once, fill in each candidate's details, share the link in their candidate portal and track the e-signature. Templates are free, and generating and signing offers is on Premium.