Counter Offers - they're back!

With job market conditions rapidly catching up with pre-recession levels of demand, we’ve seen a steady increase in the number of counter offers being used as a means to try to retain staff who’ve secured an offer elsewhere and tendered their notice.

As demand for staff rises, availability drops, and with employers focused on making the most of the economic recovery, retaining experienced staff is high on the agenda.

Good news for employees, not so good news for recruiters who, having invested a significant amount of time managing the process to this stage, can then experience last minute drop-outs from jobseekers who are persuaded to stay. A quick search online will throw up dozens of blogs and articles about counter offers, usually written by recruiters, quoting unsubstantiated statistics on the number of people who end up leaving their employer six to nine months after accepting an offer (usually between 80-95% - take your pick or, better still, read Mitch Sullivan's investigative blog on this subject). The overriding message being: don’t do it, take MY job!

There may well be a high proportion of individuals in this situation who do ultimately decide to move on after promises have been broken further down the line, but even so, unless there is a history from the individuals’ specific employer/line manager, I’m not sure this is relevant enough information to be basing important career decisions on.

For me, when a jobseeker decides to accept a counter offer, what this really tells me is that:

a) the other opportunity wasn’t good enough in the first place, or 

b) the candidate never really wanted to leave their employer, they just wanted better reward and commitment from them. Maybe they’ve discussed this with their manager and it’s fallen on deaf ears, or maybe they just feel this is the best way to force their hand?

I do however believe there is some truth in the often-stated claim that going through a counter offer process breaks a level of trust with an employer, especially if the employee had not raised any dissatisfaction previously. I also believe financial boosts alone are short term solutions that will often reoccur when the employees next salary review takes in to account the unplanned increase that’s already taken place.

From the employers perspective it’s also far from ideal. How will this affect the employees trust and buy-in to the business when it’s had to get to this stage? You can be sure at least one of their close colleagues will be aware of the situation and may now decide to go through a similar process themselves to increase their financial position.

In an ideal world, counter offers would never need to happen. Employers would regularly assess the ability, value and career aspirations of their staff and employees would have the confidence and opportunity to discuss any issues and frustrations openly. Jobseekers would only reach offer stage for positions they know they would be willing to leave their current employer for, and then, and only then, recruiters might then stop quoting those tired old statistics.

Use your Recruiter for interview preparation!

Guest Blog: Daniel Cumberworth @ Balance Recruitment
Daniel is a Senior Recruitment Consultant at Balance Recruitment, having joined the business in 2010. He recruits for permanent, contract and interim accountancy positions for Law Firms, primarily in London.


To many people, the term 'interview preparation' is nothing more than scanning over an employers website the night before to try and remember some key facts about the business.  

I'm not saying that's wrong, but to give you that extra edge in the interview process, why not work collaboratively with your recruiter to give you the best chance of securing the role?

Recruitment Consultants will have built up a business relationship with line managers and HR contacts over a period of time, and should therefore be best equipped to provide you with an insight into their personalities, and what to expect at interview.  Often line managers will use similar technical and scenario based questions in every interview, therefore getting this advice up front from your recruiter can really put you ahead of the pack.

In the days leading up to the interview, it's worth having a good think about your current role (i.e. key achievements, core responsibilities, difficulties overcome etc) and jot some ideas down on a piece of paper. Don't be afraid to pick up the phone and call your recruiter to discuss this, it's part of their job. 

Whether it's a case of not knowing what achievements will be relevant for this interview, or maybe there's a specific competency based interview question that you've struggled with in the past, run it past your recruiter.  They encounter these scenarios on a daily basis and should be able to assist.

The better prepared you are for the interview, the more confident you will feel. This will become clear in the interview and you will have a better chance securing your next career move.

Naturally, a good recruiter will volunteer this information and arrange a time to have this discussion, but if not, make sure to chase them up and make a note to use a different recruiter in future!

Interview myths - never talk negatively about your previous employer

It’s a commonly held belief that you should not talk negatively about previous employers/managers when interviewing.

Why?

If you’ve been working overtime to clear up the mess left behind by shoddy processes and a temperamental boss who doesn’t know what they’re doing, why should you fall in line and be expected to come up with some other reason for wanting to move on?

Maybe your boss has his or her favourites in the team, who they’d prefer to give the interesting work and promotions to, and this isn’t based on merit, but on who accompanies them to the pub most often to listen to their tales of business dominance.

So what should you do if you find yourself in this situation and you’re asked at interview why you’re looking for a move?

Tell the truth! 

It may be negative, and you would probably be wise not to go in to granular detail about all the goings-on, but if you can explain the key reason/s without getting personal and put any examples in to the context of how they have a negative impact on work performance or on your career development, then these are perfectly valid reasons and therefore a prospective employer should have no reason to cause alarm.

Exercising some discretion is of course advised, but it’s far better to be open and honest than to conjure up some alternative reason, which may come across as vague and lead them to assume (rightly) that there’s something you’re not telling them. 

Have you found yourself in this situation? How did you deal with it if so?

How to follow-up after an interview

Creating a good impression to a potential new employer can be a stressful process. We all know the importance of first impressions, but the do’s and don’ts of leaving a lasting impression are not quite so clear.

So when you’ve attended an interview and come away knowing that you will be devastated if you don’t secure the role, it’s natural to start worrying about whether there’s more you could have done during the meeting and if there’s something else you can do now to increase your chances.

Maybe I should have said this? Maybe I shouldn’t have said that? Perhaps I should connect with her on LinkedIn and stress again how keen I am? Or maybe send an email?

Now, when you’ve arranged the interview directly with the employer (with no third party/recruiter involved) this may well be wise. It should in fact have been actively encouraged by the employer. They need to know if the role appeals to you and whether you would like to progress to the next stage if invited.

However, if you’ve been introduced to the employer by a recruiter, they have intentionally appointed a third party to help with the process and will anticipate feedback to be collected and passed through via the appointed recruiter. Very rarely in this circumstance will it be encouraged or expected to make contact directly. Contrary to some advice I’ve read online!

This needn’t take away the level of influence you can still have on the process however. Firstly, be quick in debriefing your recruiter on how the interview went. The quicker you can provide feedback to them, the quicker they can pass this through to their client, which will be appreciated. It’s also important to be specific in what appealed to you about the opportunity and how and where you feel your experience/skills will be well utilised.

It may also be worthwhile putting together a carefully composed email to your recruiter as a follow-up, expressing your interest in the position. Discuss it with them and see if they feel it could help for them to forward the email on themselves. This won’t come across as pushy as sending it direct, but will still give you the opportunity to get your message through.

Reputation Management - Look After Your Temps!

Over recent years, I’ve had many conversations with hiring managers in which they’ve asked about the reputation their departments hold within the market as an employer. These questions will often come at a time when a firm is struggling to attract candidates for what should be a relatively straight forward vacancy to fill, and I’ve had a couple of these conversations just recently.

On both occasions the hiring managers were concerned that a negative message may have been filtering out to the market from temporary workers they’ve had working within their teams within the last year. This may or may not have been the case, but it highlights an extremely important consideration for managing your employer reputation: LOOK AFTER YOUR TEMPS!

Recent legislation (the Agency Worker Regulations) has ensured that temporary workers are assured of equal treatment to comparable permanent employees in terms of their pay, annual leave and access to employer facilities, but legislation can only go so far.

When it comes to how welcome they are made to feel, how much time is invested in getting to know them and to what extent they are made to feel part of a team, temporary workers will experience vastly different approaches from one employer to the next, and even between different departments within the same firm.

These temporary workers may only be with an employer for a matter of weeks, but during that time they will have formed an opinion on whether the department they’ve been working in is one they’d recommend or one they’d advise others to steer clear of. Naturally their views may not always be taken as gospel, but people talk, and ‘career temps’ will already know and come in to contact with a huge number of potential hires for your firm as they move from one assignment to the next.

So, if you use interim staff in your firm, consider how much time you invest in making them feel welcome, and consider how other team members will engage with them also – do they know why they’re joining? Might they feel threatened and unwilling to assist them as a result?

Treated well, a temporary worker can make a significant positive impact on your employer reputation.

Social Recruiting - let's get some perspective...

Although I like to think of myself as a modern day recruiter, and one who embraces the world of social media (both personally and professionally), I can’t help thinking that there is a huge amount of information and advice for recruiters online that will only help a very small proportion of the industry, and actually have a detrimental effect on the performance of others.

I hold a dual role at Balance Recruitment. I’m an owner/Director of the business and I am therefore jointly responsible for the promotion of our brand, our culture and for ensuring we achieve and maintain a positive reputation with all those we come in to contact with. I also carry out a full 360 recruiter role, representing a niche client base, sourcing candidates and managing all the really easy stuff (ahem) that goes in between.

Whilst wearing both hats, I feel it’s vital to keep abreast of new networks/tools/techniques to utilise the internet for the benefit of the business, but I also need to guard against investment of time in networks that just aren’t ever likely to yield returns. But this is where there’s a problem, because with each new social network online, there seems to be a blog somewhere telling recruiters that they should be using it or risk getting left behind.

So on the one hand, agency and search recruiters are working hard to stay ahead of the competition from in-house recruiters and RPO’s, whilst at the same time they’re being told that they should also be spending an untold amount of time on the development of peripheral social branding even just to keep up?

As I see it, too many recruitment or business focussed social media experts place the readers of their blogs in a position of being behind the curve, without considering how generic and non-targeted the advice they’re providing to a broad recruitment industry audience actually is. So whilst it may well be fair (I assume!) to admonish a specialist online marketing & design recruitment business for not having a Pinterest or Instagram presence, does this also mean an IT recruiter should be scouring the internet for stylish photos of server storage racks too?

Sure, some of the social networks are clearly beneficial to recruiters, whilst others may have great success for specific sectors and career disciplines (online, creative and marketing usually), but there are plenty for which, I suspect, the majority of recruiters will never really see enough return from the investment of time they put in.

The dangers of one stage interview processes

For recruiters, recruitment processes with just one stage of interviewing can be very appealing. Less time spent arranging interviews, and generally a quick process to manage with fewer decision makers for the applicant to please/upset. In most cases however, this is a false economy.

It may be convenient for an employer to reduce the time spent interviewing during busy periods or for urgent hiring requirements, and in some instances, such as when it’s for an interim assignment it’s also convenient and anticipated by the potential employee. But in other cases, these one stage processes often do not provide the opportunity for potential candidates to build up enough of a connection to the employer or hiring manager.

Recent recruitment industry surveys in the UK have shown that whilst demand for staff is on the increase, the availability of candidates is decreasing, which inevitably means that jobseekers who are actively interviewing will have more options to consider. Whilst on the one hand it’s important to move quickly in order to secure high calibre candidates, if the focus is all on speed of hire, the candidate engagement process will be compromised, which could lead to offers being rejected as candidates join competitor businesses.

For the instances when time is at a premium, adding in a 15 minute telephone interview to the recruitment process can make all the difference, even if only for the preferred applicant. It adds another layer of selection in to the process, giving the candidate confidence that they’re being selected on merit, not just availability, and crucially it allows them time to reflect on the opportunity after their first meeting, so they can follow up with any questions or raise any potential concerns they might have. The chances of them accepting any offer would undoubtedly increase and potentially save the employer having to go back to the drawing board.

Do you agree, or you do feel one interview should be sufficient to identify and attract the right candidate to your business? Please add your thoughts below.