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January 18, 2016 By Human Resource Pros

Counteroffer – To Accept or not to Accept?

Counteroffer? | Human Resource Pros

As we begin the New Year, most of us promise ourselves to make changes that we have been putting off for quite some time.  It’s usually some type of resolution that involves exercise, weight loss, quitting smoking, dumping caffeine or whatever is the most pressing issue at the time.  For some, those resolutions consist of finding a new job.

Finding a new role can be a lengthy ordeal and, in most cases, will require much of your valuable time and energy.  You will likely begin with updating your resume and your LinkedIn profile and determining what type of role or career you would like to pursue.  Next comes networking with all the appropriate people from potential organizations where you would like to work and completing applications on countless employment websites and job boards.

So after several months, and what can seem like hundreds of interviews, someone finally offers you the job you have been seeking.  Once you have given the new organization your verbal or written commitment of beginning work with them at some determined point in the future, it is time to give notice to your employer.

You sit down with your current boss to tell him or her that you’ve been offered a job elsewhere and that you’ll be leaving the company. It will probably be an awkward conversation, but it will become even more uncomfortable when he or she asks you to stay.  As you have, no doubt, been a positive asset to the company, your boss is likely to offer you better incentives, like more money or a promotion – but as enticing as the counteroffer may be, career experts say, “Don’t accept it.” 

Your Reasons for Leaving

In a recent Forbes Magazine article about counteroffers, Miriam Salpeter, job search coach, owner of Keppie Careers and author of Social Networking for Business Success, says that a counteroffer is a knee-jerk reaction.

“[Your employer] may immediately think, ‘Oh, no, how can we get by without him?’ Many organizations are stretched to their capacity in terms of what they can get done with the people they have on board, and it can be frightening, at first, for your boss to imagine how to pick up the slack or train someone new.”

When you think about whether or not to accept a counteroffer, I would encourage you to consider the reasons you were unhappy in your role and looking for a new job in the first place.  Were you looking for a new challenge?  Was there an issue between you and a co-worker?  Were you searching for more flexibility?  Do you prefer a different culture? Is there a lack of professional development?  How well did you get along with your boss?  Did you feel that you had growth opportunities?   Or, was it about money?

Was It Issues?

If you tried to resolve issues prior to putting in your resignation, but were unsuccessful, then the employer is the only one who really benefits from a counteroffer.  You simply allowed yourself to be pacified by some incentives. The issues will still be there when you leave his or her office and return to business as usual.  If your employer were sincere, he or she would have either helped to resolve the issues or presented the same incentives when you originally approached him or her with your concerns. 

Salpeter further suggests, “Another reason it might not be a smart move to accept the counteroffer: You’d burn two bridges at once.”

“The other organization would be unlikely to ever look at hiring you again, your current employer will question your motives (and the relationship may quickly sour, resulting in a need to conduct another search), and, depending on your industry and how large it is, you may gain a reputation as a ‘counteroffer king or queen,’ which could affect your opportunities down the road.”

Accepting a counteroffer may cause you to be scrutinized within your organization, she adds.

“Now, everyone knows you were looking for a new job. If they are paying you more, or offering you the terms you requested, your employer is going to expect something significant in return. It may be hard for you to deliver on those expectations while in the same work environment. How motivated will you be to deliver?”

What If It Was The Money?

There is one instance where a counteroffer may make sense.  If money was your only motivating factor in looking for a new job, obviously a counteroffer is something to consider. However, I would strongly caution that there is a risk that your standing in your existing job may change significantly.

If you choose to accept the counteroffer, no matter how you behave in the future, you will naturally be regarded with some suspicion and not be seen as a true team player. Since you’ve proven that you are a potential flight risk to the organization, management will be waiting for you to do it again. This means that you will most likely be at the bottom of the list for promotions because you’ve shown that you have little loyalty to the company, and your employer might not invest in training you since they think you may leave at any time.

Salpeter says she always emphasizes in her career advice that there is no one best approach for every job seeker–but there are typical consequences of making one choice over another. Her best recommendation is to consider all of the angles and make a decision you know you can live with.

“My advice would be to avoid the trap of the counteroffer.”

So, what are your thoughts?  Would you consider a counteroffer? 

Filed Under: Uncategorized

August 1, 2015 By Human Resource Pros

Do you “Post and Pray” to find top talent?

When a hiring manager identifies a need during the course of a project and has an open position to fill, the most common course of action is to post a job specification based on the current skill set needed and wait for a pool of candidates to appear. Post and pray. This can be the wrong course of action for two very important reasons. First, it creates selection bias and limits the pool of candidates to “whoever comes along”. Second, an overly narrow job specification based on a skill set to satisfy an immediate need creates a situation where that manager will likely hire a resume rather than a person.

The best candidates are the candidates identified, hunted down, and enticed for a particular role. They are not-so-satisfied with their current employment, underemployed, Post and Pray | Human Resourcesunderappreciated, and many times very open to new opportunities. They have skills, they have a job. It just isn’t the right job. Finding a skill set on a resume that “came along” rather than finding the person capable of learning and growing in the role is the equivalent of hiring knowledge versus hiring a person and teaching them. Find the person with the soft skills necessary to thrive in the position and a proven track record for excellence and teach them the hard skills necessary to do the job and that placement will be a success not just for the current project but long term and will add to the success of the company.

Broaden your scope. Don’t limit your search to who knows the skills you need now to complete that project. Find the versatile worker who knows how to learn quickly and has a drive to succeed in every faucet of the position.

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July 1, 2015 By Human Resource Pros

Is Employee Loyalty as Important as Customer Loyalty?

Picture this: You have created something people need or want. You believe in it whole heartedly because it is your creation. You are so successful that you need to bring on other people to help you deliver your creation to all of the people who need or want it. Will they deliver it with the enthusiasm and passion with which you deliver it? Maybe. Maybe not. Do you have any control over that? Yes.

If you build loyalty in your employees, they will build loyalty in your customers. If you share theEmployeeLoyalty big picture, they will get it and share in the dream. Your success is their success and vice versa.

If you’ve ever experienced bad customer service, you have encountered a person who does not fully understand and embrace what the purpose of their role is within the larger structure of the organization with which they are connected. Employers need to make every employee understand their contributions to the big picture. Understand and embrace.

In college I worked at a small sports bar and grille on the West Side of Cincinnati. At the time, I thought it was a really fun place to work. Looking back I realize it had and still has an extremely unique culture, one that large corporations spend millions of dollars every year trying to recreate. The business itself has seen its successes and failures but the employee loyalty and therefore customer loyalty has always remained intact. What is the secret?

It took me years to figure it out. It’s a mixture of a few things really. The first thing is they include every employee in hiring decisions. They hire mainly internal referrals and ask for and utilize feedback. The second thing is they reward hard work with better hours which means more money. This is immediate recognition of the hardest working employees by management and loyalty towards those hard workers through reward. The third thing is they train employees extremely well and include everyone in the training process. It isn’t one person’s job to train a new employee, it is every employee’s job.

Interestingly, the sports bar and grille closed and reopened with a new name at a new location with all the same employees and all the same customers. If that isn’t a testament to employee and customer loyalty, I don’t know what is.

Creating a culture of employee loyalty is the most efficient way to create customer loyalty.

 

Filed Under: Uncategorized

June 1, 2015 By Human Resource Pros

Paid Holidays Could Be Your Best Advertisement

Paid Holidays Could Be Your Best Advertisement | Human Resource ProsHow are you advertising your business these days?  Prints ads, Web Videos, TV, Radio, Periodicals, Billboards?  These can all be effective means of sharing your company’s mission with the world.  However, there’s another means of advertising that you may not have considered – Your Employees.  That’s right.  Your employees talk about their jobs all the time with their families, their friends, and their neighbors.  What they say in those conversations will be some of the most powerful (and certainly most passionate) advertising out there.  Nothing says, “My company is amazing!” like employees who feel respected and appreciated.  On the other hand, the message of employees who feel marginalized and neglected can be just as strong.

So how can you effect those conversations for the better?  Well, one way is to consider offering paid holidays.  As business owners we often see holidays as payroll relief, but what if we looked at them as investment opportunities.  According to the Bureau of Labor Statistics absenteeism, lost productivity, and health issues caused by job-related stress cost American companies approximately $344 billion dollars each year in revenue.  In a day when the average employee works 160 hours more per month than in 1976, nothing takes the stress off like a day to rest without worrying about having to tighten the grocery budget.  And nothing says, “You’re talent is respected!” or “Your contribution is appreciated!” quite like paid holidays.

In the end, paid holidays aren’t mandatory in our country.  However that doesn’t mean that they aren’t helpful.  As seasoned HR professionals, we help talented people find homes in companies every day.  And paid holidays are always high on their list of preferences.  Competition for the really good people is tough.  Isn’t it worth the small investment of paid holidays to have fantastic team members who believe in your company, enjoy their work, and speak highly of your organization for years to come?  No amount of print, radio, or TV will accomplish that.

Do you currently offer paid holidays to your employees?  If so, why?  And how has your investment paid off?

Filed Under: Uncategorized

May 1, 2015 By Human Resource Pros

Hiring for Both Aptitude and Attitude

Hiring for Both Aptitude and Attitude | Human Resource Pros

When you get to the office in the morning are you greeted by smiling faces and warm regards OR the hustle and bustle of a hard day’s work with furrowed brows of determination?  Why not both?

Hiring for Both Attitude and Aptitude By Raj Sheth

Filed Under: Uncategorized

April 1, 2015 By Human Resource Pros

Finding the Best Person

Finding the Best Person | Human Resource Pros

Welcome to Cincinnati, the home of flying pigs and purple squirrels.  No.  Really.  When seeking the best person for the job…the RIGHT person for the job, consider a candidate’s “natural point of aim”.  Great article!

Finding the Best Person for the Job by Todd Rogers

Filed Under: Uncategorized

March 1, 2015 By Human Resource Pros

What Matters Most When Hiring

4 Dimensions of Hiring

It’s easy for many people to see the good in others; in friends, in family, in coworkers.  There’s a reason you choose to spend more time with some people than with others.  When you meet someone for the first time you immediately begin assessing for personal characteristics which are valuable to you.  Maybe it’s honesty and integrity, maybe it’s humor and lightheartedness, maybe it’s boldness.  You don’t overlook personal characteristics when making a relationship in your life so why would you overlook them in making relationships for your business?  The following article is an excellent example of the new trend in building an effective team:

The Only 4 Dimensions That Matter in Hiring (and Why You’re Probably Evaluating Them Wrong)
By Gary Swart

Does this sound familiar? You interview a candidate who has deep knowledge of your industry and checks off every box in the ‘skills’ section of the job description. They assure you that they are the perfect fit for the position, able to hit the ground running on day one. They look great on paper and seem to be excited about the job. You make an offer, the employee starts working, and soon you are inundated with red flags and problems coming at you from all sides.

What went wrong? You didn’t assess the two most important criteria for any new hire: personal characteristics and motivation.

There are four key hiring dimensions: #1 personal characteristics, #2 motivation, #3 skills and #4 knowledge. In the above scenario, the focus was on just skills and knowledge. And while these are still critical to predicting the success of a potential hire, they should take a backseat to personal characteristics and motivation.

For the most comprehensive picture of a potential candidate, you have to look at all four dimensions, in this order of importance:

1. Personal characteristics are just that—core to one’s personal character. They are what make a person who they are, so for all practical purposes they are unchangeable (or at least too difficult to realistically change in a business context). After all, you can teach a chicken to climb a tree, but you’re better off getting a squirrel in the first place.

When I’m evaluating personal characteristics, I focus on:

  • Integrity
  • Intelligence
  • Judgment
  • Passion
  • Strong communicator
  • Initiative
  • Energy

These characteristics, at least for me, are deal-breakers. It doesn’t matter if I’m talking to the most experienced, most talented web developer in the Northern Hemisphere; if she isn’t a strong communicator, or he doesn’t have good judgment, nothing else matters. How do you assess these behaviors? That’s another fascinating topic for another post.

2. Motivation is next on the list. As with personal characteristics, this is often deeply embedded and therefore difficult to change. Motivation is often the best determinant of whether the person is a good fit for the role (and vice versa). Because preferences about work environments, stress levels, challenges and team dynamics can vary greatly, misalignment in this area is one of the primary causes of job dissatisfaction and under performance.

For oDesk, this means finding people who get excited about our mission, who like challenges, and who want to make an impact on the company and the world. Some people are energized by this environment; those are the ones we look for. For some, targeting impact and facing challenges drains energy, leading to unhappiness on both sides.

One of the reasons motivation is so important is that people who are a great fit with the role and environment will find much more personal growth as they rise to the challenge of a job they enjoy.

3. Skills—which sit on the secondary tier of dimensions—can’t be overlooked entirely, but they do require some reframing.

Most people think of skills in terms of job-specific expertise (graphic design, programming languages, etc.). While those job-specific skills do matter, they are much easier to learn once in a role than the more foundational skills you should be evaluating first: skills like communication, project management, organization, the ability to handle rapid context switches, etc.

As long as those foundational skills are present—and the position is flexible enough to support learning additional skills along the way—the skills dimension can often be considered met (of course there are some exceptions — you won’t be training any surgeons on the job).

4. Knowledge is the least important dimension—not because it doesn’t matter, but because it is the most easily changed (and is very likely to change anyway).

As a result, when evaluating this dimension, what’s most important is not the knowledge that the candidate already has. Instead, assess their foundation and framework for gaining new knowledge, as well as how able and willing they are to do so.

As with skills, those who don’t currently possess all the knowledge needed to be successful in a given role can still be great candidates, as long as they have that foundation and the position provides the opportunity to gain knowledge as they go.

In my experience, placing too much emphasis on knowledge (at the expense of the other three dimensions) causes the majority of hiring mistakes. Remember, just because a candidate knows their domain inside and out doesn’t mean they are a good team player or that they won’t jump ship as soon as the tide turns.

At the end of the day…

… to determine whether a particular red flag or concern really matters in predicting a candidate’s success, a good rule of thumb is to ask yourself: can it be changed or learned? If the answer is no to both of those, spare yourself a hiring disaster and move on.

What’s your experience with these hiring dimensions? Which are most important to you?

Filed Under: Uncategorized

February 1, 2015 By Human Resource Pros

Great companies are made of great people. And great people are found through relationships. This means that, in order to make your company as strong as it can be, you can either build relationships with hundreds of people in order to hire the great ones or you can build one relationship that connects you to hundreds of great people.

It’s called a “boutique approach” and it means that you’re not just waiting in line for help along with dozens of other clients. You are a member of a small and elite group of people who receive our full attention. We don’t want to be everyone’s HR Firm. We want to be your HR Firm.

Call (513) 843-7888 today to learn how Human Resource Pros can help you build a better company.

https://humanresourcepros.com/introducing-human-resource-pros/

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