Context — Offer Letter and Closing Script Inputs and Gap Protocol
The Gap Protocol
Read this before every build. Gaps are flagged — never filled. The offer stage has the highest consequence for gaps of any stage in the recruiting process. Unauthorized terms in an offer letter create legal exposure. Verbal promises not reflected in writing create candidate grievances. Negotiate beyond the approved range and the client relationship is damaged.
When you identify a gap: Record it, stop the build, present to the advisor, wait for resolution, proceed only after every gap is RESOLVED.
What you must never do:
- Fill a gap by assuming the client's compensation flexibility
- Fill a gap by inferring negotiation authority
- Include offer terms that haven't been explicitly authorized by the client
- Draft relocation terms without client approval
- Fill a gap without advisor sign-off
Gap Report Format
OFFER: [Role title] — [Client]
DATE: [YYYY-MM-DD]
SOURCE MATERIAL: [What was provided]
GAPS IDENTIFIED:
1. [Gap name]
Required for: [Which deliverable needs this]
What's missing: [Specifically what information is absent]
Resolution needed: [What the advisor needs to find out]
Status: OPEN
RESOLUTION LOG:
[Gap 1] — Resolved [date] by [method]: [What was determined]Required Inputs by Deliverable
Verbal Offer Preparation
| Input | Required | Source |
|---|---|---|
| Selected candidate's name and current compensation expectations (from screening data) | Yes | Candidate tracker / screening notes |
| Approved compensation offer (specific number or range within the pre-approved range) | Yes | Client authorization — must be explicit |
| Start date (confirmed or proposed) | Yes | Client |
| Key terms to cover verbally (title, reporting, location, benefits overview) | Yes | Position profile + client HR |
| Who makes the verbal offer call (practitioner, client, or jointly) | Yes | Extraction interview |
| Whether the verbal offer is the practitioner's recommendation or the client's final authorization | Yes | Extraction interview |
| Talking points that personalize the offer (why this candidate, what impressed the team) | Recommended | Debrief summary / scorecard evidence |
Gap trigger: Compensation number not authorized → STOP. The practitioner does not name a number on a verbal offer call without explicit authorization from the client. "We discussed the range" is not authorization. "Offer at $X" is authorization.
Gap trigger: Who makes the call not confirmed → flag. Some clients want the practitioner to make the call. Some want to make it themselves. Some want a joint call. This must be settled before the call happens.
Written Offer Letter
| Input | Required | Source |
|---|---|---|
| All terms from the verbal offer (compensation, title, start date, reporting, location) | Yes | Verbal offer confirmation |
| Benefits summary or reference to benefits documentation | Yes | Client HR |
| Employment classification (at-will, contract, etc.) | Yes | Client HR / legal |
| Offer expiration date (how long the candidate has to decide) | Yes | Client + practitioner recommendation |
| Signature authority (who signs the offer on behalf of the organization) | Yes | Client |
| Any contingencies (background check, reference check, drug screen) | Yes | Client HR policy |
| Relocation terms (if applicable) | Conditional | Client authorization — must be explicit |
| Non-compete, non-solicitation, or other restrictive covenants (if applicable) | Conditional | Client legal |
| Legal review confirmation (has the client's HR/legal team reviewed the letter) | Recommended | Client |
Gap trigger: Offer letter not reviewed by client HR/legal → flag. The practitioner drafts; the client's team validates legal compliance. An offer letter with incorrect legal terms creates liability for the client.
Gap trigger: Contingencies not specified → flag. If the offer is contingent on a background check, the letter must say so. If it's not contingent on anything, confirm that's intentional.
Negotiation Framework
| Input | Required | Source |
|---|---|---|
| Pre-approved compensation range (established during role definition) | Yes | Compensation benchmarking output |
| Client's threshold — maximum they're willing to go for a strong candidate | Yes | Extraction interview — confirmed with client during kickoff or pre-offer |
| Practitioner's negotiation authority (can they adjust within the range without calling the client?) | Yes | Extraction interview |
| Escalation protocol (what happens if the candidate asks for something outside the range) | Yes | Extraction interview |
| Common negotiation items beyond salary (signing bonus, start date flexibility, remote work, title, relocation) | Recommended | Extraction interview |
| Candidate's likely negotiation position (based on screening data — current comp, expectations stated) | Recommended | Screening notes |
Gap trigger: Negotiation authority not defined → flag. The practitioner must know whether they can agree to $5K more on the call or whether every adjustment requires a callback to the client. Undefined authority leads to either missed opportunities (the practitioner can't act) or unauthorized commitments (the practitioner acts beyond their authority).
Gap trigger: Client's threshold not confirmed → flag. "Somewhere in the range" is not a threshold. "We'd go up to $X for the right person" is a threshold.
Candidate Release Communications
| Input | Required | Source |
|---|---|---|
| Release communication protocol by stage (method, timing, who delivers) | Yes | Extraction interview |
| Whether finalists receive a phone call before a written release | Yes | Extraction interview |
| Release communication content (what candidates are told, what they're not told) | Yes | Extraction interview |
| Whether silver medalist candidates are identified for future opportunities | Recommended | Extraction interview |
| Close-out communication for all remaining candidates once role is filled | Yes | Extraction interview |
Gap trigger: No release protocol for finalists → STOP. A finalist who invested hours in presentations, interviews, and on-site visits and receives only an email is a reputation catastrophe. Finalists get a phone call. This is non-negotiable as a methodology standard.
Post-Acceptance
| Input | Required | Source |
|---|---|---|
| Communication plan between acceptance and start date | Yes | Extraction interview |
| Who maintains contact with the new hire during the transition period | Yes | Extraction interview |
| Handoff protocol to client's HR/onboarding team | Yes | Extraction interview |
| Whether the practitioner has any role during onboarding | Conditional | Extraction interview |
| Final release communication to all remaining candidates | Yes | Extraction interview |
Gap trigger: No post-acceptance plan → flag. The period between offer acceptance and start date is when new hires are most vulnerable to counter-offers and second thoughts. Silence during this period is a risk.
Practitioner Positioning — Critical Context
The practitioner's role in the offer and negotiation is a defining element of their methodology and must be captured accurately during extraction.
Working on behalf of the client: The practitioner negotiates in the client's interest. They aim for a fair outcome within the approved range — not the highest possible number for the candidate. This is the opposite of how external executive recruiters typically operate, where higher candidate compensation means higher recruiter fees.
Why this matters for the kit: Every communication, talking point, and negotiation approach in the deliverables must reflect this positioning. The verbal offer script expresses genuine enthusiasm for the candidate while representing the organization's interests. The negotiation framework protects the client's budget while treating the candidate fairly. The write-up of the offer outcome reports what was agreed and why — it does not celebrate getting the candidate the most money possible.
This positioning must be captured during extraction and reflected in every deliverable.
Source Material Types
Extraction Interview (Primary Source)
Provides: verbal offer approach, negotiation philosophy and authority, release communication methodology, post-acceptance practices, practitioner positioning.
Compensation Benchmarking Output (Required Supplement)
Provides: the pre-approved range, market control point, where the organization expects to hire within the range.
Client HR/Legal Input (Required Supplement)
Provides: offer letter legal terms, employment classification, benefits documentation, contingency requirements, restrictive covenants.
Screening Data (Recommended Supplement)
Provides: candidate's stated compensation expectations, current compensation (if disclosed), relocation needs, start date preferences.
Reference Data (Required Supplement)
Every name, organization name, and role title must match reference data.