| The overall goal is obvious in a job search, get an | | | | something other than the compensation. The same |
| offer you want. Some are looking for just that, a | | | | factors become reasons why offers are rejected. |
| offer. Others are committed to finding the job they | | | | Location is very important to everyone in the |
| want; the job that is best for their career. Either way | | | | candidate's life. It is best to know whether the needs |
| it takes the right process in order to achieve the | | | | can be met in the new location before an offer is |
| objective. Today's hiring environment seems to most | | | | made or accepted. The list may be very long and |
| to be one that makes it more challenging than ever. | | | | should be given the appropriate consideration in this |
| We have discussed some of the specific conditions | | | | process. |
| that have created that environment. | | | | Another concern many have is that an offer may be |
| Completing the process of a successful job search is | | | | below what the norm has been for a similar position |
| how to gain the offer for the desired opportunity. | | | | in a similar industry. There may be some companies |
| Knowing what to do once an offer is accepted and | | | | making lower offers than they have in the past. The |
| starting the new position with the new employer is | | | | number of qualified people is dwindling and the |
| of equal importance. The key points are: | | | | pressure on companies and people to perform at |
| - Negotiation technique application | | | | higher and higher levels is increasing. Offers are in line |
| - Managing and acceptance/rejection of an offer | | | | with the conditions companies are finding themselves |
| - Post offer follow through | | | | in. In some cases there is less negotiation because of |
| - Resignation process management | | | | the dire need for the expertise required. This is in |
| - Post resignation techniques and procedures | | | | fact an upside down perspective often fueled by |
| - Starting the new position with the new employer | | | | applicants who fail to present a well researched value |
| This is such a sensitive area for most people because | | | | proposition prior to an offer formulation by the |
| they do not want to miss the opportunity they have | | | | employer. |
| worked hard to get. Most do not think of an offer as | | | | Once an offer has been accepted most feel they |
| being a win-win situation. If it is not, either the | | | | have little to do except for waiting for their first day |
| employer or the employee ends up feeling they have | | | | of work with their new employer. There is a great |
| not succeeded fairly. It can be a small thing that over | | | | deal to do that most do not think about. If they are |
| the long term will become a festering sore. This is an | | | | employed there is the matter of resignation. Most |
| area where advice from colleagues, family members | | | | dread this but it should not take on the designs of a |
| and friends can set the stage for an unacceptable | | | | project. Simply put, straight forward will not burn |
| outcome. While the advice is well-meant, it can cause | | | | bridges and it will provide a clear conscience. When |
| a prospective employer to discontinue the process. It | | | | anyone resigns they should expect a counter offer. |
| could conceivably cause a candidate to walk away | | | | This is a subject that is many times mismanaged and |
| from the opportunity they have wanted and worked | | | | creates serious consequences for the candidate. |
| very hard to get. | | | | There is only one manner in which counter offers |
| A successful offer negotiation process does not | | | | should be handled to ensure there will be no |
| have to be the difficult process that many believe it | | | | consequences. |
| to be. There is no need for friction and hard feelings | | | | When the separation with the former employer has |
| for either party in the process. Your preliminary | | | | occurred and even during the period of notice, there |
| research that reveals the employer's major objective | | | | are numerous tasks that should be performed to |
| in filling this position is helpful in presenting your offer | | | | make the start of the new position very smooth. |
| expectations in a logically acceptable manner. In other | | | | From our experience, a number of them never cross |
| words, what you want is a fair price to pay for the | | | | the new employee's mind. Overlooking preliminary |
| solution you bring to the table. | | | | employer transition steps can create speed bumps |
| Most offers contain many little details that may or | | | | later on. Acting on them at this point increases the |
| may not have been discussed between the candidate | | | | potential for a long career that starts out on the |
| and the perspective employer. Each needs to be | | | | right foot. It reinforces the employer's thoughts that |
| identified and discussed to be completely understood | | | | they made the right decision in regards to the new |
| or resolved. If the assumption is they will be taken | | | | employee and the offer. |
| care of or they are not really important, it sets the | | | | Learning the skills to address each of these critical |
| stage for disappointment at some point. Each | | | | steps can make all the difference between getting |
| situation has its own set of details and they must be | | | | the offer desired and disappointment. Like any other |
| known and responded to by the candidate and the | | | | process there are necessary skills. Your career and |
| perspective employer. | | | | future will be dramatically affected by your ability to |
| If the potential position requires relocation, a great | | | | seize the position you want and the offer you |
| deal of research needs to occur about the new | | | | deserve. |
| location. Nine out of ten offers are accepted for | | | | |