Dear Folks,
Recently, we have encountered issues where people accept an offer and then decline it just before the joining date. This purely seems to be a case of misusing the offer to gain higher benefits.
Friends, these kinds of issues have become rampant and are simply not acceptable. The recruitment process requires a significant amount of time, energy, money, and resources. We have tried to identify the reasons behind this occurrence. Is it a trend that is ethically wrong?
Friends, I am seeking advice from the group on how to counter this unethical behavior, which has unfortunately become so common these days. Please share with us some of the best practices followed in the industry to address this unethical conduct.
Thanks & Best Regards, Deepali
From India, Chandigarh
13Recently, we have encountered issues where people accept an offer and then decline it just before the joining date. This purely seems to be a case of misusing the offer to gain higher benefits.
Friends, these kinds of issues have become rampant and are simply not acceptable. The recruitment process requires a significant amount of time, energy, money, and resources. We have tried to identify the reasons behind this occurrence. Is it a trend that is ethically wrong?
Friends, I am seeking advice from the group on how to counter this unethical behavior, which has unfortunately become so common these days. Please share with us some of the best practices followed in the industry to address this unethical conduct.
Thanks & Best Regards, Deepali
From India, Chandigarh
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The one’s who rejected your offer has obviously gone for a better offer. Maybe you should do a market survey to find out the benefits of other competitors in the same industry; why the candidate has opted to accept another offer from the company rejecting yours. I think figuring out the route cause is important because the problem lies there. Is your company compensation and other benefits in line with the market rate???
I don’t think the candidates can be blamed because just like all of us they also look for the best opportunity, best compensation package and the best for their career.
Maybe you can also give a deadline for acceptance of the job offer notification rather than waiting for the start date of the job. In this case you have ample time to go for the next best candidate and make the best out of your recruitment efforts.
From Sri Lanka
I don’t think the candidates can be blamed because just like all of us they also look for the best opportunity, best compensation package and the best for their career.
Maybe you can also give a deadline for acceptance of the job offer notification rather than waiting for the start date of the job. In this case you have ample time to go for the next best candidate and make the best out of your recruitment efforts.
From Sri Lanka
Hi Deepali,
This issue of dropouts is becoming a major headache. Try the following:
A week/10 days after the offer is issued, call up the candidate and ask them to forward you the resignation letter.
Do the reference check with the current supervisor as soon as the candidate confirms their resignation. Most of the probable dropouts will be reluctant to give you their current supervisor's contacts.
Ask the candidate to drop into your office one afternoon before they join.
Their response to the above will help you identify potential dropouts and make a backup plan.
Regards,
Rekha
From India, Bangalore
This issue of dropouts is becoming a major headache. Try the following:
A week/10 days after the offer is issued, call up the candidate and ask them to forward you the resignation letter.
Do the reference check with the current supervisor as soon as the candidate confirms their resignation. Most of the probable dropouts will be reluctant to give you their current supervisor's contacts.
Ask the candidate to drop into your office one afternoon before they join.
Their response to the above will help you identify potential dropouts and make a backup plan.
Regards,
Rekha
From India, Bangalore
Hi, After doing all these things like refrence check, a copy of resignation, written acceptance. People are stepping back. What can be done to stop this??? Deepali
From India, Chandigarh
From India, Chandigarh
Hello Deepali,
I've done consulting for years and years, and this has always been an issue...it's certainly not a new one.
A quick anecdotal story, if I may.
When I was in the corporate world, I had unscrupulous executive recruiters attempt to get me to change my mind about positions even after I had accepted and was ready to move into senior corporate positions. The arguments are always the same...the compensation is better with my group, the span of control is either too small in the job you accepted, or too large for effective and efficient management; you'll kill your career by going to work for company "X"-- Positions taken with company "X" will be a "resume blight."
The most amazing personal story I can share is about one exec recruiter who kept calling me, trying to get me to accept a position with company "x" when I had already accepted a position with company "y" and the moving company was there, packing my household belongings to move me to the new job...as a matter of fact, the telephone company was there to disconnect my telephone line, and I had to hang up on the recruiter, who was still telling me all the reasons why I shouldn't take the job I'd agreed to take! That happened to me in 1982, and it still happens today. This isn't an indictment of corporate recruiters--it's an object lesson in human nature.
I'm not sure that new hires or job candidates today are less trustworthy or less scrupulous than they were then...It all goes back to the match between the employee and the position you have available. When you get that match, stay connected to the potential employee.
The easy answer, of course, is for you to go on the offense, and not on the defense--to use a sports term. With all due respect, there are various reasons why activities like this occur. When I read your letter, I see you're on the defense. Make that change in your perception of activities.
In my book *Psyched for Life*, I write that the very first Corollary of being "Psyched" is to *"Change How You Think."* It's an object lesson that all of us must use on a daily basis when we encounter disappointments, disillusionment, or pitfalls to our actions.
You must begin to think as the HR Professional on the offense.
With my current coaching clients, this is one of the first principles of change I address with the client. Without acceptance of the concept of thought change, nothing we work to achieve is likely to come to pass. And most of us want to be thought of as achievers--it's obvious from your post, that's how you view yourself.
Let's think about how to apply this to this object lesson in HR.
When someone accepts a position, you need to examine the reasons why they are accepting it, and stress these reasons until the day they are in your building! What motivates a client to accept a new position?
Is your compensation package up to standard?
Are your positional expectations realistic? Did you communicate them well?
Is your company one with a great reputation for growth?
Did you offer the opportunity for your new employee to talk with other employees? Why not? People currently working for the company are the most relevant indicators of whether or not the company does what it says. What would your current employees tell a potential new hire?
How many people within your organization spoke with the potential new hire? This is a "gut-check" for a potential new hire as to how visible he/she may be in their new position. If no one cares to talk to me during the interview process, what does that tell me about the opportunity for growth---and the professionalism of the organization?
Finally, while I hear your cry for help in addressing an issue, I also read between the lines that issues such as those listed above may or may not be occurring. If they aren't, I'd look internally as to your recruitment methods, your screening processes, your reference checking system, your hiring advisal process, and your own follow-up systems to be sure that all elements of the hiring process have been created and followed to positively engage the new hire from the first interview until the follow-up interview--after he/she has been on board and completed mandatory training.
I hope that's helpful--please let me know if I can do anything else to help.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
I've done consulting for years and years, and this has always been an issue...it's certainly not a new one.
A quick anecdotal story, if I may.
When I was in the corporate world, I had unscrupulous executive recruiters attempt to get me to change my mind about positions even after I had accepted and was ready to move into senior corporate positions. The arguments are always the same...the compensation is better with my group, the span of control is either too small in the job you accepted, or too large for effective and efficient management; you'll kill your career by going to work for company "X"-- Positions taken with company "X" will be a "resume blight."
The most amazing personal story I can share is about one exec recruiter who kept calling me, trying to get me to accept a position with company "x" when I had already accepted a position with company "y" and the moving company was there, packing my household belongings to move me to the new job...as a matter of fact, the telephone company was there to disconnect my telephone line, and I had to hang up on the recruiter, who was still telling me all the reasons why I shouldn't take the job I'd agreed to take! That happened to me in 1982, and it still happens today. This isn't an indictment of corporate recruiters--it's an object lesson in human nature.
I'm not sure that new hires or job candidates today are less trustworthy or less scrupulous than they were then...It all goes back to the match between the employee and the position you have available. When you get that match, stay connected to the potential employee.
The easy answer, of course, is for you to go on the offense, and not on the defense--to use a sports term. With all due respect, there are various reasons why activities like this occur. When I read your letter, I see you're on the defense. Make that change in your perception of activities.
In my book *Psyched for Life*, I write that the very first Corollary of being "Psyched" is to *"Change How You Think."* It's an object lesson that all of us must use on a daily basis when we encounter disappointments, disillusionment, or pitfalls to our actions.
You must begin to think as the HR Professional on the offense.
With my current coaching clients, this is one of the first principles of change I address with the client. Without acceptance of the concept of thought change, nothing we work to achieve is likely to come to pass. And most of us want to be thought of as achievers--it's obvious from your post, that's how you view yourself.
Let's think about how to apply this to this object lesson in HR.
When someone accepts a position, you need to examine the reasons why they are accepting it, and stress these reasons until the day they are in your building! What motivates a client to accept a new position?
Is your compensation package up to standard?
Are your positional expectations realistic? Did you communicate them well?
Is your company one with a great reputation for growth?
Did you offer the opportunity for your new employee to talk with other employees? Why not? People currently working for the company are the most relevant indicators of whether or not the company does what it says. What would your current employees tell a potential new hire?
How many people within your organization spoke with the potential new hire? This is a "gut-check" for a potential new hire as to how visible he/she may be in their new position. If no one cares to talk to me during the interview process, what does that tell me about the opportunity for growth---and the professionalism of the organization?
Finally, while I hear your cry for help in addressing an issue, I also read between the lines that issues such as those listed above may or may not be occurring. If they aren't, I'd look internally as to your recruitment methods, your screening processes, your reference checking system, your hiring advisal process, and your own follow-up systems to be sure that all elements of the hiring process have been created and followed to positively engage the new hire from the first interview until the follow-up interview--after he/she has been on board and completed mandatory training.
I hope that's helpful--please let me know if I can do anything else to help.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
Hi Alan,
I totally agree with you, but candidates sometimes do this just for a Rs.1000/- hike. And we come to know this thing later on. They keep on giving different excuses. Later on, through one or another source, we come to know that this was a reason which could have been solved if it was told to us at the proper time.
What should be done in that case? I have even blacklisted a few of such candidates.
Deepali
From India, Chandigarh
I totally agree with you, but candidates sometimes do this just for a Rs.1000/- hike. And we come to know this thing later on. They keep on giving different excuses. Later on, through one or another source, we come to know that this was a reason which could have been solved if it was told to us at the proper time.
What should be done in that case? I have even blacklisted a few of such candidates.
Deepali
From India, Chandigarh
Hi Deepali,
Another good option is:
Offer letter not to disclose the compensation package, or the wording can be "As discussed, the compensation details would be given on your joining our organization."
Regards,
Bhawana
From India, Mumbai
Another good option is:
Offer letter not to disclose the compensation package, or the wording can be "As discussed, the compensation details would be given on your joining our organization."
Regards,
Bhawana
From India, Mumbai
Hi,
We all face such situations. I am in total agreement with Alan on how to look at things from a different perspective. Also, I must comment that, Bhawana, I think that was a really nice suggestion. I am definitely going to try that out. I am wondering why I never thought of that :D Thanks!
From India, Bangalore
We all face such situations. I am in total agreement with Alan on how to look at things from a different perspective. Also, I must comment that, Bhawana, I think that was a really nice suggestion. I am definitely going to try that out. I am wondering why I never thought of that :D Thanks!
From India, Bangalore
Hi All,
Bhavana's has a good point. But I have a doubt, please clarify. If we don't mention the compensation part in the offer, will the candidate doubt the company? I believe if the compensation part is in writing, then only the candidate will be satisfied. Probably we can try this out and find what the response from candidates is.
Regards,
Seema
From India, New Delhi
Bhavana's has a good point. But I have a doubt, please clarify. If we don't mention the compensation part in the offer, will the candidate doubt the company? I believe if the compensation part is in writing, then only the candidate will be satisfied. Probably we can try this out and find what the response from candidates is.
Regards,
Seema
From India, New Delhi
Hi Deepali,
My company had faced this problem for a long time. After I joined here, I tried sending the Offer Letter without mentioning the package. We got good results, though not 100%. We sign the appointment order on the same day and get it signed by the candidate as well. However, it is handed out to the candidate only on the day he joins us. He is allowed to take his offer letter along with him.
Every candidate agrees to this point because there is no reason for the candidate to disclose his salary unless he is using it as a selling point for a better offer. The candidate is assured of his position in our company clearly in his offer letter (with our company seal).
We also assure that we always offer something more than what is expected so that no company can match his expected salary. This is because he has to make a jump from his current salary only and not from the salary offered by our company, as he has no proof of that in his hand.
Trust me, it really helps!
Binzy
From India, Bangalore
My company had faced this problem for a long time. After I joined here, I tried sending the Offer Letter without mentioning the package. We got good results, though not 100%. We sign the appointment order on the same day and get it signed by the candidate as well. However, it is handed out to the candidate only on the day he joins us. He is allowed to take his offer letter along with him.
Every candidate agrees to this point because there is no reason for the candidate to disclose his salary unless he is using it as a selling point for a better offer. The candidate is assured of his position in our company clearly in his offer letter (with our company seal).
We also assure that we always offer something more than what is expected so that no company can match his expected salary. This is because he has to make a jump from his current salary only and not from the salary offered by our company, as he has no proof of that in his hand.
Trust me, it really helps!
Binzy
From India, Bangalore
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