| Straight and to the point about how everyone should | | | | for your replacement? |
| handle counteroffers. If you ever have an offer for a | | | | - Suppose you receive an extra $10,000/year raise |
| new job, you go to your manager and tell them that | | | | as a counteroffer. When they find a replacement for |
| you're quitting because you found a better job, the | | | | you, say within 90 days, the actual cost to them is |
| sales manager offers you a better deal to stay, and | | | | only $2,500. Companies like to fire not be fired. |
| you accept it, then you're simply out of your mind! | | | | - The company will probably feel as though they |
| I really don't care about my run on sentence. Making | | | | were blackmailed into giving you a raise when you |
| my point was more important. | | | | announced your decision to leave. Realize that you |
| I have been a headhunter - recruiting sales reps, | | | | are now a marked man/woman. The possibility of |
| sales managers, sales vice presidents, etc., for over | | | | promotion is extremely limited for someone who has |
| 13 years now and have always given that same | | | | given notice. The company is vulnerable, they know |
| advice to anyone and everyone who asked - and | | | | it, and will not risk giving more responsibility to |
| sometimes they didn't even have to ask me! I even | | | | someone who was previously committed to leave. If |
| go as far to tell hiring managers to never give a | | | | there is an economic downturn will you be the first |
| counteroffer to their employees when faced with a | | | | to go? Is just more money going to change |
| resignation. | | | | everything in your present job and company? |
| Surveys still show that eight out of ten employees | | | | - Consider the new opportunity you will be giving up |
| who accept a counteroffer from their employer don't | | | | that looked so favorable when you accepted it. |
| even complete the following year with their | | | | - You should know that statistics compiled by the |
| employer. Emotions- mainly a fear of the unknown - | | | | NATIONAL EMPLOYMENT ASSOCIATION confirm |
| run high when a resignation is received and promises | | | | the fact that over 88% of those people who elect |
| tend to me made that are unrealistic. You are certain | | | | to accept a counter offer are let go within six |
| to hear very old and well-rehearsed management | | | | months or leave on their own within one year. |
| comebacks. Don't be flattered into thinking that you | | | | Remember that you will no longer be part of the |
| have a special relationship with your manager. | | | | inner-circle. Trust and respect is immediately eroded. |
| Counteroffers can take many different shapes such | | | | Accepting a counteroffer simply puts off your |
| as more money, greater responsibilities, and/or a | | | | eventual departure. But what if it's in your employer's |
| promotion. When considering a counter offer, don't! | | | | timeframe and not yours? |
| Instead consider the following: | | | | Hiring managers: do you really want to try and retain |
| - A counteroffer is a day late and a dollar short. If | | | | an uncommitted employee who is unhappy with you |
| you are worth so much today, why weren't you | | | | and/or your company? For both of you it's your |
| worth it yesterday before you had an offer from | | | | career, your livelihood that is on the line. One simple |
| another employer? Is this just your annual raise | | | | mistake made with high emotion could be very |
| coming early? Are they buying time while they search | | | | costly. |