- A Job offer is a beginning of a relationship. The relationship is with the hiring manager and the organization, not with the HR department. Starting a relationship by delegation is wrong.
- Money is not a “dirty” thing. Hiring managers should be able to negotiate and understand financial aspects of their work. On one position ,as a candidate, I got the final offer from a relatively junior HR associate. I felt uneasy negotiating with her as “she did not have the power” and it was “unfair” to push her. A company is a for-profit organization.
- Hiring managers must be aware of equal opportunity, non discrimination laws and social benefits their employees are entitled to. These are important from ethics perspective and (in good companies) reflect the overall vision and culture of the company.
- A Job offer is a selling process. Selling and marketing are key managerial capabilities, in any role.The hiring manager has more credit as he describes his own professional and personal opinion, since he is “hands on”.
- This is a great,last opportunity, to set expectations before the commitment. The contract is a (good?) way to define minimum expectations in a legal document. But it is up to the manager to define his expectations for the specific role. “How many hours a day”, “How much travel?”, define “Work Hard”, define “Excellent”.
It is perfectly OK for the HR partner to be present during the offer. It is great if they join the selling process and add their views and authentic opinion. They can also help in training hiring managers on process and assit in the more administrative or professional details. However, the leadership and accountability has to be owned by the manager.