Sometimes, even if the employee loves the job they decide to move on because the open dialogue had taken too late in the exit process and the employee has already emotionally detached himself or herself from the job. The kindest thing the leaving employee can do for others is to explain the reason for leaving because until the cause for leaving is not corrected by the employer, no counteroffer would tempt the employee to stay. Thanks for pointing out the employee dilemma perspective, Vanita.

Thanks for sharing your insights from your experience and the corporate world, Ananth. You are absolutely right that sometimes counselling can help prevent attrition and that option should be tried if the employee is sincere and hardworking and perhaps needs assistance from the employer but I would never negotiate with an employee who uses quitting as a strategy to get ahead within a firm. Thanks again.

But if the employee is hard working and sincere and likes his/her job….and maybe just getting carried away due to current turnover/ or hope of greener pastures, then as a Manager nothing wrong in counseling them, not with the intention of a counteroffer but to understand what is the exact reason they are looking (again considering they are not one of those loud/over ambitious folks)….this could lead to a counteroffer (maybe).

Personally, once I have decided to leave (for whatever reason) I don’t believe in accepting a counter offer. Again as you rightly mentioned, if your current organization doesn’t consider you fit enough for growth (horizontal/lateral) and only thinks about it when you resign, then I guess it’s time to move on. As they say, as one door closes another opens up. :)

Thanks for sharing

Bingo Joyce! A leaving employee costs more to the company than just the salary of the leaving employee which is why measurements are done using the cost to company. At the same time it is important to understand why the employee is leaving and go beyond the standard reasons of better job prospects or work life balance and nip the problem in the bud.

In the same company that I mentioned in my post, there was a time when all the regional CFOs resigned because of lack of support from Regional HQ and burying key issues so that the parent office didn’t know what was going on. These CFOs only learned of the mass resignation later – it wasn’t planned – but the company finally woke up and changes were made including sending the Regional Controller back to the main HQ in a back office post.

Thank you for sharing the story of your friend who handled negotiations professionally and in the bargain her employer not only reached out to help her stay but now has 3 family members in the same company, Reba. Being authentic and genuine helps and especially if one’s work is already recognized in the organization, then ways are found to help the valuable employee stay with the company.

Absolutely Tamuria, and especially so in an industry where everyone knows everyone and returning to former employers at a later date is a possibility. Dignity and reputation are key to a good professional brand.

It is a standard practice, Beverley, which is why I felt the need to highlight the dangers in accepting the offer unless the entire process is handled professionally. The sad thing is that the professional does more damage to their brand and career in the long run when they are fired and have to find a job while unemployed.