Resigned to Resign

The moment of truth is often not when the candidate accepts your offer, but when they actually go to resign.

 As recruiters’, we often pat ourselves on the back when a candidate accepts a job offer and agrees to make the leap to a new company. However, any recruiter who has been around the block a few times knows that there remains the slim, but all too possible chance that the ‘perfect fit’ might be lured back to his or her old team. (Oh, the audacity!) Therefore, our job isn’t done until that recruit –that employee-yet-to-be- actually shows up for his or her first day of work.

The dynamics of change… have changed.

Since the economy has maintained an ‘employer’s market’ for so long, you might think that companies would make resignations smooth and hassle-free. As usual, reality is more complicated.

Because many employees have been doing more work with less pay, they’re attentively awaiting the chance to jump ship. Consequently, some companies are suffering uncomfortable employee losses, and are reacting with more aggressive efforts to retain top talent intent on resigning. As with most reactions, this is an inefficient response; if retention were truly a goal, it would not have become an issue. Questions of efficiency aside, reactive retention efforts can work if the resigning employee is surprised by a sudden showering of positive attention.  (Never mind that most of these starry-eyed folks end up leaving the company within a year, anyway.)

Relaxing before the recruitment race is truly over exposes you to unnecessary risk of failure. Aside from the time and energy wasted on an unsuccessful recruitment, current staff –already busy with their own responsibilities- may be covering the vacant position, and expecting a new hire to pick up the slack soon. To mitigate the risk of losing the top candidate at the moment of truth, recruiters should help him or her prepare to give notice.

Bolstering the resolution to resign.

• Let recruits know that resignation can be harder than they expect, but without making the whole event seem more dramatic than it needs to be.  
• Be a resource for them by offering 3^rd party information on resigning.
• If needed, offer to help them develop 2-3 concise talking points.
• Assure them that they will be fine if they just stick to their ‘script.’
• Tactfully reinforce their main motivations for making a move without being too pushy or negative about their current company.
• Reiterate why you’re excited about them joining your company.

With a little extra encouragement and preparation, candidates can have a happy ending, and a fresh start.  The best result is the most anticlimactic: the candidate leaves on good terms, cuts ties cleanly, and moves into the new position without any baggage.  Preparing for the counter-offer mitigates a considerable risk for the hiring manager, improves the likelihood of a successful switch, and boosts your chances of earning that aforementioned caloric sin.

Additional resources:

For tips you can share with candidates prior to them having to give notice, check out my post “Quit Your Job with Grace.” on how to make a graceful exit.

For tips on getting the candidate to accept your offer, read my post “Deal or No Deal: Getting Top Talent to Accept Your Offer.”

Please share your thoughts on this topic.

-      Have you heard interesting stories about key employees giving notice?

-      What is the best way to protect against a counter offer?

>>> About Notogroup: Notogroup is an executive search and talent consulting firm. We have a singular focus on providing the most comprehensive executive recruiting service so that our clients can be assured that each and every hire is a successful one.  For more information, Contact Roy Notowitz.

We have all fantasized about it at one time or another.

We accept a new job, set sights on the future, and compose a few choice words to share with a frustrating co-worker, boss, or client when we are ready to announce our departure. In reality, most of us (with a few notable exceptions) know that burning bridges is dangerous business.

Although it has been an ‘employer’s market’ for some time, you might be surprised when your current employer reacts more aggressively to your resignation than you were expecting. Resignations can lower morale, reflect poorly on the immediate superior, and disrupt productivity. It is no surprise that companies would react with the following retention tactics to prevent (or at least stall) your departure.

Reactive Retention Tactics: The Good, The Bad, and The Ugly.

The Ugly: the guilt trip is an effective first line of defense since superiors can rightly exclaim, “You can’t leave now! We need you!” Indeed, some folks may succumb to this dull hook of guilt.

The Bad: extracting reasons for leaving or information about the new employer. This gives the current boss ammunition to sow the seeds of doubt; “Oh, I have heard ‘bad things’ about that company.” We are patently trepidatious with change, and the economic turmoil has not done our confidence any favors.

The Good: “We are poised for growth and you are a key player on our team. You have unlimited potential here. If it is a higher salary/position you want, let’s see what we can work out…” I have seen companies double salaries and create new positions just to retain top talent.

Even the most burnt out and resolute are susceptible to these reactive ‘retention tactics’.

Giving notice can be harder than you expect.

There is no good time for companies to lose an employee unexpectedly. For employers, it is better to scramble for retention reactively, prepare for a transition, and then ‘let go’ when it suits them. For candidates, a ‘retention raise’ or promotion tends to attract more scrutiny, and more stringent accountability.

Announcing a departure irreversibly changes relationship dynamics and brands you as a liability. What’s more, over 50% of people who accept counter-offers end up leaving or getting fired within twelve months.* So, once you have let the cat out of the bag about your decision to leave, there is no going back. Before handing in your notice, consider a little preparation.

Tips for making a graceful exit.

Keep it positive

It was true when we were children, and it is still true today: ‘If you do not have anything nice to say, do not say anything at all.’ A job change is a personal choice, and it is okay to withhold additional reasons. Prepare phrases such as: “I have really appreciated the opportunity to work here. However, I am ready for a new challenge.” and “I am excited to develop my career and expand my breadth of experience elsewhere.”

Keep it professional.

Co-workers may want more information in an effort to understand your decision to resign. This is an opportunity to voice pent-up frustrations, and, therefore, is best left alone. Your reputation -a hard-earned and highly valuable career asset- can be tarnished by such spontaneous, unprofessional choices. Develop talking points ahead of time, stick to that ‘script’ at the moment of truth, and you will be fine.

Facilitate the transition.

Go the extra mile to ensure a smooth transition. Wrap up loose ends, provide a solid summary of all work and projects in process, and help your successor hit the ground running. Leaving a mess could tarnish an otherwise gleaming track record.

It is cliché, but well worth repeating; people are more connected than ever. Social Media amplifies gossip. Leaving a sour taste with an ex-employer could come back to haunt your palate. At the executive level, and in some industries, it is a small world. For that matter…

Stay connected with co-workers.

Maintaining relationships is key to long-term success. Who knows whom you will want to connect with in the future. As mentioned above, easing the transition for co-workers left behind shows initiative, consideration, and professionalism. Such demonstrations of integrity will keep the door open with your chosen contacts. You may end up working with old co-workers in the future, and your considerate actions will be remembered much longer than a ‘few choice words’.

Please share your thoughts.

What has been your experience giving or receiving notice?

Have you ever taken a counter offer and if so, was it a good choice or a bad choice?

Resources.

Bill Radin expands on the ‘Good, Bad, and Ugly’ tactics employers use to prevent departures in “Your Resignation: Beware the Retaliatory Strike.”

Douglas Welch “The Right Way to Resign.” – More pointers on leaving gracefully,

The Riley Guide offers a great selection of articles on job offers.

* Percentage of employees who accept counter offers, but leave within one year, voluntarily or otherwise:

89% – http://www.recruitersonthenet.com/recruiters-counter.htm

50-80% – http://www.mriscmadison.com/u/counteroffer.pdf

60% – http://www.ehow.com/how_4591361_respond-counter-offer.html

Do you know someone who would be interested in a 10 minute “crash course” on basic job search strategy and tactics? If so, this podcast offers plain and simple advice gleaned from my years of experience as an executive search consultant working for top companies nationwide.  

In this interview given by Candie Fisher, I am speaking to her business class with the objective to provide some helpful “insider” insight into the hiring process and decision making. It is common knowledge that most jobs are not advertised, so we discussed job search preparation, the importance and advantages of networking, when and how to work with recruiters, key points when putting your resume together and some interview etiquette. The podcast is brief, but informative and chock full of practical job search advice. It is an appetizeer and conversation starter, so please feel free to comment or provide additional insight based on your knowledge and experiences.   

Having trouble hearing the podcast? Download Quicktime for free here:

http://www.apple.com/quicktime/download/

Amidst growing skepticism from green washing, and after a generation of scattered, but well-meaning attempts around the world, the Outdoor Industry Association’s Eco-Index is establishing a framework to measure and analyze concretely a product’s impact from cradle to grave.  By establishing a common language, providing supporting tools, and seeding with the right questions, the Index will enrich internal dialogue and strengthen the business case for environmentally responsible decisions.  A consumer-facing component is still under consideration. 

Recently, I asked Jamie Bainbridge –Director of Textile Development, and Sustainability at NAU, and long-time member of the Eco Index’s advisory council- about the motivation behind the project, now in its beta phase.  “Sustainability is one of the most chameleon components of business today,” Jamie told me.  “What is ‘fact’ one day changes a year later.  Instead of black and white answers, manufacturers have to navigate a series of trade-offs and judgments.” 

As to the Index’s impact on individual job descriptions; “Rather than creating an entirely new department to tackle these questions, I think the future of sustainability lies in its integration into every existing position.  For example, the shipping department will tackle the logistics piece; the people in charge of manufacturer relationships will approach opportunities in the facility.  Everyone will integrate these questions into his or her responsibilities.”

The sweet smell of opportunity.

The proactive executive who embraces this change ahead of the curve will tap an enormous opportunity.  If you want to be credible and marketable after this initiative comes on line, you need to take action now.

Convinced of the opportunity, but concerned that your higher-ups aren’t?  According to Darcy Winslow, a major change-agent at Nike in the 90s, “It’s great if you have leaders’ buy-in, but you don’t need them to initiate change.  If you want to start the conversation that will progress into positive, responsible decisions, you have to draw a direct connection with the bottom line. For example, greater efficiencies in facilities can be your first point of dollar savings: greener tech and production can save money. That’s how we started at Nike.” 

Winslow –now the Director of Willamette University’s Sustainable Enterprise Certificate- says “You have to be able to see the entire system.  Substituting eco-friendly materials is just the first step.  It’s when you step back and look at the systems – the whole design of the product through to the supply chain- that you get into a re-design capable of incredible change.”

Some companies already require hiring candidates to have real-world education or experience in this field.  Executives who want to remain competitive are actively sharpening their skill sets. That’s why you’re seeing more programs like the Sustainable Enterprise Certificate. 

One final thought:

Since the Index has had so many companies contribute to its development (75 at last count), it’s very likely that it will drive the direction of the industry.  In fact, many ‘outsiders’ are also participating; I wouldn’t be surprised to see the process –once completed- adopted by many different consumer product industries.  One more reason to get involved early.

How should executives ‘get on board’?

1. Jamie Bainbridge: “There are number of experts in sustainability and environmental sciences, but few that mix it well with business.  To get started, learn about the Eco Index.  How will it relate to your current work and your professional aspirations?  Find ways to incorporate it into your job, even if it is not yet an expectation.”
2. Darcy Winslow: “Earn the Sustainable Enterprise Certificate. Of the many options out there, this program’s beauty lies in its quality and brevity. We teach systems thinking, how to shift your business and engage others in collaboration through the best leverage points.” 

If you’re confronting these questions in your current position, please share your thoughts and experience. 

• What are you doing to keep up with this industry shift?
• Recruiters and HR readers: How are you evaluating candidate’s eco competencies during the hiring process?
• Executives: How are you developing you knowledge of sustainability?

If you are ready to cultivate job opportunities rather than idly wait for them, take a look at trade shows.  You will have to be on your game in this high-energy arena.  Whether you’re actively looking for change or just flirting with the idea, these tips will help you attract the attention and earn the esteem of your target employer.

Note: While trade shows boast a concentration of real decision-makers, these people are primarily there to do business, not hire new talent.  Don’t treat this like a career fair. Focus your energy on nurturing relationships and gathering intelligence for later follow up.

How to Cultivate Career Opportunities

1. Plan Ahead

Compile and research a specific list of target companies and contacts that you would like to get to know.  Leverage what connections you have to get email introductions.  If nothing else, buck up and make that cold contact. Start small, stay targted, and set realistic goals.

Don’t expect or request much one-on-one time; 15-minute appointments arranged beforehand should suffice. When trying to set up these exploratory meetings, be candid and honest: simply state that you are ‘interested in expanding your network of industry relationships and you want to connect with [target’s name] because of his or her mutual interests, reputation, or position in the industry.’ If your target contacts are unable to schedule a block of time, they may be open to your dropping in for a quick ‘hello’ on the fly.

Unless you are openly job searching, be discrete; word travels fast.  There is an assumed risk if your current employer thinks that you are actively looking for a new position.  Having said that, it is perfectly normal to listen for long-term career opportunities; we all have a friend who is ready for a new job.

2. Use Discretion

The trade show floor is not the most discrete place nor the best time to vent frustrations with your current position.  Never criticize your present employer or shirk your responsibilities; think of the impression it could leave with your target contact.  If you do hint about your company-switching motives, stay positive and keep the door open with a position like: “I love my job, but at some point I may be looking for a new challenge.”

3. Muster your Mojo

Forget about how tired you are. Bring your “A” game.  Dress smartly.  Have fun. Get in your zone.  Give more energy than you take.  Take advantage of social events like parties, breakfasts, dinners, or speaking events. 

More than making casual connections or ‘putting a face to the name,’ your goal is to get to know your target contacts and leave them wanting more.  Enter meetings with the intention to ask questions, to learn about your target’s interests, and to ask about the work that he or she is most passionate about.  Everyone loves attention, so be as genial as your personality allows. For more ideas, check out Leil Lowndes’s great book “How to Talk to Anyone”.

4. Bring a Buddy

I love working a room by bringing someone who is either “introduction worthy” or well connected.  You’ll help each other make more connections.  Your buddy’s praise will take you farther than touting your own accomplishments solo.

I like to walk the floor with other successful long-term consultants.  Lawyers, bankers, recruiters, marketing consultants, and private equity investors are the biggest connectors because they work for multiple companies within the industry.  Many have worked hard to earn professional equity.  If they feel you are worthy, they will spend some of their relationship capital to make credible introductions for you. It is also fun to reciprocate by making meaningful introductions for them too.

5. Serve Appetizers

Be prepared to share something about your recent, best work in the public domain.  Build interest without dominating the conversation.  For example, you might say that you have been working on a social media marketing campaign, and you recently launched a viral video that complements your brand and product strategy.  Don’t go into details, leave them wanting more.  After the trade show, your basic “Nice to meet you” follow-up note could include a link with a casual “Check out that video I directed.” You can’t just talk a good game, you need to be the real deal.

Quality over Quantity

It is important to remember that quality is more important than quantity. Set realistic goals and remember to invest heavily in the relationships that you have already established.  All relationships need to be nourished, so do everything you can to be of service to your network.

Yes, this will take some extra effort.  You will have to hustle to apply these principles to your trade show routine consistently.  The reward is worth it. Gradually, you will build more meaningful relationships in the industry and earn access to the largest pool of career opportunities; the ones that are never posted.  With time, you and your hard-earned connections may become the vital link for other ambitious and talented people who are deserving of the best opportunities.

>>> About Notogroup: Notogroup is an executive search and talent consulting firm. We have a singular focus on providing the most comprehensive executive recruiting service so that our clients can be assured that each and every hire is a successful one.

In many cases, the person who gets the job is the one who interviews the best.  Over the years, I have interviewed thousands of people and gathered candidate feedback from loads of hiring managers.  In my opinion, here are the top 6 biggest interviewing mistakes people make.

1.    Trying too hard. It is likely that you are really excited about the interview, but interviewers sometimes view an eager candidate as a desperate candidate. I am not sure why, but I have seen the desperate vibe have the same effect as bug repellant. Remember that the reason why you are interviewing there in the first place is that you have experience that is of interest and value to the company. Pump yourself up by making a list of all of the reasons why the company would be lucky to have you as an employee. Put the list in your pocket and remember that it is there to help keep you from being an eager beaver. Be sure to follow up after the interview with a nice email or card, but keep it relatively short without being too gushy.

2.    Failure to prepare. There is no excuse for not being prepared for an interview. Start with research on the web and make sure to connect with any contacts that might be able to provide you with additional insight. Go to the company website and read all of their press releases and financial information if it is available. Try to understand as much as you can about the history, values, business strategy, products, customers, and partners. Read the position description and review the profiles of employees on LinkedIN to learn more about how roles are defined within the organization. If not prepared, an interviewer may assume that you are not interested, not organized, or not smart.

3.     Not knowing your weaknesses. It is refreshing when someone can comfortably articulate what he or she doesn’t know. For some reason, certain candidates think that they have to be knowledgeable about everything they are asked. Do not stretch the truth, gloss over a topic, give a generic answer, lie, or avoid the question. A skilled interviewer will recognize your game and it can be a deal breaker.

4.    Being boring. If you are starting to see signs that the interviewer is daydreaming, clock watching, or falling asleep, then you may be in violation. To be interesting you must first be interested. If you are interested in them, they will be interested in you. Share examples of your experience in the form of stories to help interviewers visualize you doing your job and demonstrating your competency.

5.    Friendly too fast. The line between professional relationships and friendship continue to blur. An interview is serious business. If you are thinking about sharing some tidbit of personal information, but hesitate because you are unsure if it is appropriate – stop yourself, bite your lip, and keep your mouth shut. It’s okay to be personal, friendly, or funny, but always keep it professional.

6.    Negative comments. It does not matter how much you hated your last job or last boss, just keep it to yourself. If you can’t be positive, be neutral. You can express reasons why you are motivated to make a change, but do not bad mouth your current or previous employer or coworkers. If you do, one might assume that you are part of the problem. A positive attitude and approach to work can make the difference between success and failure. Don’t underestimate the power of a “can do” positive attitude.

About Noto – www.notogroup.com
Roy Notowitz is currently the Managing Partner of Notogroup. Over the past 13 years, Roy (AKA “Noto”) has been a trusted talent acquisition advisor to dozens of leading consumer products and technology companies nationwide. Some of his clients have included: adidas, Brooks Running, Eagle Creek, Easton-Bell, Fox Racing, Hanesbrands, Intel, Mountain Hardwear, Nike, Pendleton, Rome Snowboards, Salomon Sports, Timberland, Tripwire, and Yakima Products.

He has written for, and addressed, groups such as the American Marketing Association, American Electronics Association and Outdoor Industry Association on topics that include talent alignment, hiring trends, strategic staffing, relationship recruiting, employment branding, candidate experience, interviewing and selection.

Roy was recently recognized by the industry as a recipient of the “SGB 40 Under 40” award. Roy received his bachelor’s degree from the State University of New York and his master’s degree from Virginia Tech. When not working, Roy enjoys spending time with family, hiking, fishing, running and skiing.