Dealing With A Counter Offer

Something got Simon curious to see if the grass really is greener on the other side, and he’s taken steps in that direction; taking an unsolicited call from a head-hunter, chatting with them about his career to date in public accounting, when he earned is designation, and his career goals and objectives.

That frank and productive discussion evolved into meeting the recruiter for an initial interview for them to assess his suitability for some of the roles they are working on.

The interviews seemed to have gone well, and the day after his second interview with a progressive firm, the recruiter called him to make an offer on behalf of her client.

At first the adrenaline rush kicks-in and Simon accepts the offer on the spot. Even after a day or so, while references are being taken up, he is confident that he has made the right decision, and the recruiter called him back to say the references have checked-out well, and the offer is now firm.

A starting date is agreed upon, and Simon prepares his resignation. Not wanting to leave his present firm short-handed during busy season, he gives four weeks notice and plans to start his new position on 1st May.

In tendering his resignation, Simon sat down with his boss, Terry, a partner with whom he has worked for the last five years, and basically spills his heart out.

He let his partner know why he had decided to leave, citing three main issues:

· A lack of opportunity to advance – It has been four years since he was promoted to manager, yet apparently no room for another senior manager in the firm.

· Boredom with dealing with the same clients for the last four years with the same simple requirements – one Notice To Reader file and tax return after another.

· Disillusioned at working for one of the firm’s Partners (who treats Simon like his own personal door mat and really takes him for granted, often making totally unreasonable demands).

On hearing Simon’s ‘gripes’, Terry expressed genuine concern. Terry had high hopes for Simon, seeing him as genuine ‘partner material’ and decided to do something about this situation.

Terry asked Simon to sit on his resignation for just a couple of days while he digests what Simon had just told him and considers what actions he could take to try to remedy the situation and thus make life better for Simon at the firm in order to try to keep him at the firm.

The next day, Terry approaches Simon and invites him out to lunch to discuss some exciting developments.

During their lunch, Terry confides that the firm had been thinking of promoting him to Senior Manager, and they have decided to implement that effective 1st May.

The firm has also decided to move some of one of the Partner’s clients over to Simon to manage on his own, as his own clients, which will also provide him with a wider variety of work.

And finally, Simon would no longer have to work for the ‘troublesome’ partner anymore.

Just to make it all too good to be true, they are also offering a raise of $12,000 a year if Simon were to withdraw his resignation and stay on.

Simon doesn’t know what to say.

All his dreams seem to be answered – this is just what he has been waiting for, and now he finds himself in a quandary.

Simon calls the recruiter who he has been working with and explains the new development.

Now this is the stage at which a really good recruiter will show their true colours.

The recruiter, of course, wants to keep her client happy and fill the open position, yet, she also wants the candidate to make the best decision for their career.

At this point, the recruiter should ask Simon:

“Why did it take a resignation to make the firm react?”

“How do you think these changes will affect your relationship with the Partner you ‘complained’ about?”

“Why is there suddenly twelve grand available as additional salary now, when apparently it wasn’t before you resigned?”

“Can you see yourself becoming a partner in the firm in a few years time?”

“Do you really think all the changes the firm is proposing will really happen?”

“And if they do implement them all, how long will it be before other issues arise that could unsettle you again?”

Usually, when I come across a counter-offer, it becomes a real test of the candidate’s ‘mettle’.

If Simon is totally committed to leaving, it does not matter what his present employer comes back to him with, his mind is made up and that’s that. It could be a case of being too little, too late.

If Simon was reluctantly leaving in order to move up, and these changes are the answer to his prayers, then the recruiter may well have to go back to square one. Whatever Simon says, it’s his decision, and one that cannot be taken lightly.

In my own experience, when a good candidate has made up their mind to move, there is little any employer can do the tempt them to stay. Throwing money at a problem (a resignation) in order to solve it will only keep a less than ideal person in a less than ideal job – basically proving beyond a shadow of a doubt that they’re simply in it for the money.

And while, sure, money is important, it’s far from everything. Sometimes it’s simply a change of scenery, a new firm, a new location or a new challenge that is more important that the cash, but, of course, only you can decide.

© MFA Group 2007