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
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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
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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
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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
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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
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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
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From India, Chandigarh
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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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Hi Binzy, I totally agree with you. That can be done. I hope it will work for my company also. Deepali
From India, Chandigarh
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From India, Chandigarh
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Hi Deepali,
When providing the offer letter to them, there are three things to keep in mind:
First, do not mention the remuneration in the offer letter.
Second, provide them with the offer letter after one week of their joining.
Third, mention the week process as a trial period, and after that period, give them the offer letter with the date mentioned.
Ensure that all job proofs provided to them include the date on them.
Also, try to find out the reason for their leaving and provide them with non-monetary benefits as well. Implement future securing schemes too.
Kavita
From India, New Delhi
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When providing the offer letter to them, there are three things to keep in mind:
First, do not mention the remuneration in the offer letter.
Second, provide them with the offer letter after one week of their joining.
Third, mention the week process as a trial period, and after that period, give them the offer letter with the date mentioned.
Ensure that all job proofs provided to them include the date on them.
Also, try to find out the reason for their leaving and provide them with non-monetary benefits as well. Implement future securing schemes too.
Kavita
From India, New Delhi
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Hi Kavita,
The first two options are fine, but I don't think a trial week would work. Any candidate can only work for the trial period and can leave, then we are back to square one. What in that case?
Deepali
From India, Chandigarh
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The first two options are fine, but I don't think a trial week would work. Any candidate can only work for the trial period and can leave, then we are back to square one. What in that case?
Deepali
From India, Chandigarh
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Hi Deepali,
You have posed an excellent query. Let me tell you what I have done in my organization for such an issue (working in the IT industry). When we issue an appointment letter to an individual, we ensure that the joining date is not later than 10 days. Employees often give excuses that they need to provide one month's notice to their previous employer.
If we come across a candidate who is a good fit for the position, we advise him/her to resign from their current job within seven days, and we will cover any deductions. This approach helps us ascertain whether the candidate is genuinely interested or simply leveraging the appointment letter to secure other job opportunities.
Sapana Kale
From India, Pune
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You have posed an excellent query. Let me tell you what I have done in my organization for such an issue (working in the IT industry). When we issue an appointment letter to an individual, we ensure that the joining date is not later than 10 days. Employees often give excuses that they need to provide one month's notice to their previous employer.
If we come across a candidate who is a good fit for the position, we advise him/her to resign from their current job within seven days, and we will cover any deductions. This approach helps us ascertain whether the candidate is genuinely interested or simply leveraging the appointment letter to secure other job opportunities.
Sapana Kale
From India, Pune
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Hi Allen,
I think you are pretty right with whatever you have said. It makes sense to check if our own systems are proper rather than looking out for possible remedies or going ahead with blacklisting candidates.
What I am wondering is, how can you not disclose the compensation package and get a nod from a candidate? Yes, he would be fascinated by growth and other aspects, but obviously, he would want to have a clear picture of the money he would be earning.
I think the candidate should be made aware of the market standard and the reasons for whatever package the company is offering him. This will at least help in getting a straightforward yes or no from the candidate.
Regards
From India, Mumbai
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I think you are pretty right with whatever you have said. It makes sense to check if our own systems are proper rather than looking out for possible remedies or going ahead with blacklisting candidates.
What I am wondering is, how can you not disclose the compensation package and get a nod from a candidate? Yes, he would be fascinated by growth and other aspects, but obviously, he would want to have a clear picture of the money he would be earning.
I think the candidate should be made aware of the market standard and the reasons for whatever package the company is offering him. This will at least help in getting a straightforward yes or no from the candidate.
Regards
From India, Mumbai
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Hi Deepali
I have exactly the same problem - and I agree with you there seem to be no solution. I have tried all the things mentioned here and an advice to make a higher offer etc. is simply not a solution as I can never be sure that another company is not adding to my offer.
I am giving an offer letter, checking up on the candidates (at least once a week), asking for resignation letters etc. I believe I have minimized the issue by having some tough questions in the HR interview where I try to find out how stable a candidate is, what is most important to the candidate (if money then we have a potential problem), if they seem interested in the profile that we are offering etc. This way I try to make sure that the most "jumping" candidates are not even given a offer.
Beside this I believe that we at the hiring end needs to take responsibility. I have had many candidates for interview that are saying that they have already resigned as they have another offer that they have said yes to. These people I do NOT hire. I tell them that I do not agree with this kind of "shopping" and how should I believe that they will join me and not go for another interview in the time before they are joining me. Most of them properly believe I am crazy - but I do not trust people that do this (no matter that we are all opportunists as somebody wrote here). The least you can do is to tell the company that has given you an offer is that you will not join - I would never tell somebody that is joining that I don’t want them after all on the first day and I expect the same from my potential new employees!
Kind regards,
Randi
From India, Delhi
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I have exactly the same problem - and I agree with you there seem to be no solution. I have tried all the things mentioned here and an advice to make a higher offer etc. is simply not a solution as I can never be sure that another company is not adding to my offer.
I am giving an offer letter, checking up on the candidates (at least once a week), asking for resignation letters etc. I believe I have minimized the issue by having some tough questions in the HR interview where I try to find out how stable a candidate is, what is most important to the candidate (if money then we have a potential problem), if they seem interested in the profile that we are offering etc. This way I try to make sure that the most "jumping" candidates are not even given a offer.
Beside this I believe that we at the hiring end needs to take responsibility. I have had many candidates for interview that are saying that they have already resigned as they have another offer that they have said yes to. These people I do NOT hire. I tell them that I do not agree with this kind of "shopping" and how should I believe that they will join me and not go for another interview in the time before they are joining me. Most of them properly believe I am crazy - but I do not trust people that do this (no matter that we are all opportunists as somebody wrote here). The least you can do is to tell the company that has given you an offer is that you will not join - I would never tell somebody that is joining that I don’t want them after all on the first day and I expect the same from my potential new employees!
Kind regards,
Randi
From India, Delhi
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Hi Sapana and other learned HR professionals,
My query here is that if we ask the candidate to join within 10 days, whereas their notice period is longer (most cases 3 months now), how would the candidate join you? You said you would pay for the deductions, but what about his papers, notice period, work completion, etc.? What happens if someone from your own company quits within 7 days, without a proper relieving or handover?
A major problem that these "run-away" or "absconding" candidates would face is when they try to apply for onsite or overseas opportunities and other companies, where a reference check happens. They get a negative reply.
Please let me know your thoughts.
Raghavendra
From India, Bangalore
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My query here is that if we ask the candidate to join within 10 days, whereas their notice period is longer (most cases 3 months now), how would the candidate join you? You said you would pay for the deductions, but what about his papers, notice period, work completion, etc.? What happens if someone from your own company quits within 7 days, without a proper relieving or handover?
A major problem that these "run-away" or "absconding" candidates would face is when they try to apply for onsite or overseas opportunities and other companies, where a reference check happens. They get a negative reply.
Please let me know your thoughts.
Raghavendra
From India, Bangalore
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Hi, I totally agree with Raghavendra that’s why i earlier said i am not sure it will work. Deepali
From India, Chandigarh
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From India, Chandigarh
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My query here is that if we ask the candidate to join within 10 days, whereas their notice period is longer (in most cases, 3 months now), how would the candidate join you? You said you would pay for the deductions, but what about his papers, notice period, work completion, etc. What happens if someone from your own company quits within 7 days, without proper relieving or handover.
I agree with Raghavendra. I do not like it when my employees want to leave in 10 days, and therefore I would not request this from other companies. Of course, I can also be in a situation where I need a candidate and will have to make him/her join in 10 days, but it should not be the normal scenario. I do not believe that making people join in less than 10 days is the best solution; it is not fair to the future employee (and their future) and to other companies.
From India, Delhi
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I agree with Raghavendra. I do not like it when my employees want to leave in 10 days, and therefore I would not request this from other companies. Of course, I can also be in a situation where I need a candidate and will have to make him/her join in 10 days, but it should not be the normal scenario. I do not believe that making people join in less than 10 days is the best solution; it is not fair to the future employee (and their future) and to other companies.
From India, Delhi
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Hi,
How can you move against our own policies by asking a candidate to join in 10 days' time? We all have the policy (generally) of submitting your NOC/release letter and experience letter at the time of joining. A candidate who is joining in 10 days cannot submit these papers. Think practically. It's a good idea but won't work.
Deepali
From India, Chandigarh
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How can you move against our own policies by asking a candidate to join in 10 days' time? We all have the policy (generally) of submitting your NOC/release letter and experience letter at the time of joining. A candidate who is joining in 10 days cannot submit these papers. Think practically. It's a good idea but won't work.
Deepali
From India, Chandigarh
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I believe there are two sides to this story.
I also have employees coming and asking to be relieved in 10 days. If it is possible, I do relieve them (they don't even have to pay a fee) and give them all the papers they need.
I can also be in a position where I need somebody to join in 10 days. If so, I simply state it to the employee, and then it is up to him to do what he feels comfortable about. But I would never make it a normal scenario that I would ask people to join in 10 days.
From India, Delhi
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I also have employees coming and asking to be relieved in 10 days. If it is possible, I do relieve them (they don't even have to pay a fee) and give them all the papers they need.
I can also be in a position where I need somebody to join in 10 days. If so, I simply state it to the employee, and then it is up to him to do what he feels comfortable about. But I would never make it a normal scenario that I would ask people to join in 10 days.
From India, Delhi
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Hi Randi, I can agree, we can take this step in some exceptional cases but cannot make it a habit. Deepali
From India, Chandigarh
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From India, Chandigarh
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Hi,
How can you move against our own policies by asking a candidate to join in 10 days' time? We all have the policy (generally) of submitting your NOC/releasing letter and experience letter at the time of joining. A candidate who is joining in 10 days cannot submit these papers. Think practically. It's a good idea but won't work.
"Trading on Offer Letter" is not new. Well, different people can have different views on this; there is no right or wrong answer. What may work with me might not work with others? The practice that we have in our company is that we don't quote the CTC or offered salary in the Offer Letter. Instead, we mention that "You will be joining us on XYZ date on the package as discussed and mutually agreed upon."
Secondly, we do have this practice of "Blacklisting" the people who take an offer from us but don't join. In the future, we don't consider such people for any opening in our company or any other company in our group. This helps.
Regards,
Sanjeev Sharma
From India, Mumbai
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How can you move against our own policies by asking a candidate to join in 10 days' time? We all have the policy (generally) of submitting your NOC/releasing letter and experience letter at the time of joining. A candidate who is joining in 10 days cannot submit these papers. Think practically. It's a good idea but won't work.
"Trading on Offer Letter" is not new. Well, different people can have different views on this; there is no right or wrong answer. What may work with me might not work with others? The practice that we have in our company is that we don't quote the CTC or offered salary in the Offer Letter. Instead, we mention that "You will be joining us on XYZ date on the package as discussed and mutually agreed upon."
Secondly, we do have this practice of "Blacklisting" the people who take an offer from us but don't join. In the future, we don't consider such people for any opening in our company or any other company in our group. This helps.
Regards,
Sanjeev Sharma
From India, Mumbai
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Hi Sanjeev, My question is still there, Being an HR Manager in a BPO what would you do if you are in such a situation? Deepali
From India, Chandigarh
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From India, Chandigarh
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Thanks, Randi, for your comments. I always wanted to do something about this "offer shopping" I'd call it, which has spread among IT professionals like madness. I'll be happy for you guys if my simple initiative would help you check this problem as it did for me.
Warm wishes from binzy
From India, Bangalore
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Warm wishes from binzy
From India, Bangalore
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Hi Sanjeev,
My question is still there. Being an HR Manager in a BPO, what would you do if you are in such a situation?
Deepali
Deepali, I said earlier also that what might work with me might not work with others. What might work in my company might not work in other companies. Even in the BPO industry, it is important to know at what level you are talking about - Entry Level, Middle Management, or Seniors.
For Middle and Senior Management, the solutions that I gave earlier and the practices that I have still stand and work. For entry-level positions, it's more about the Brand Name and the type of comfort. The Policies and Procedures that we have in HR attract or retain people.
If someone is Absconding or fails to join, to me, that means that there was something wrong in the Interview Process. Think about it.
Regards, Sanjeev Sharma
From India, Mumbai
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My question is still there. Being an HR Manager in a BPO, what would you do if you are in such a situation?
Deepali
Deepali, I said earlier also that what might work with me might not work with others. What might work in my company might not work in other companies. Even in the BPO industry, it is important to know at what level you are talking about - Entry Level, Middle Management, or Seniors.
For Middle and Senior Management, the solutions that I gave earlier and the practices that I have still stand and work. For entry-level positions, it's more about the Brand Name and the type of comfort. The Policies and Procedures that we have in HR attract or retain people.
If someone is Absconding or fails to join, to me, that means that there was something wrong in the Interview Process. Think about it.
Regards, Sanjeev Sharma
From India, Mumbai
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Hi Deepali,
I work with Human Resources of a start-up firm in India which is a Chicago-based MNC. To counter the same problem, we are not mentioning the salary on the offer letter. We just mention "Your salary would be as discussed on date". We have never faced any problems. We have had candidates joining from outstations till date. This has surely minimized the same problem.
Please do try it out, and I am sure you would see good results.
Regards,
Sajal
From India, Bangalore
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I work with Human Resources of a start-up firm in India which is a Chicago-based MNC. To counter the same problem, we are not mentioning the salary on the offer letter. We just mention "Your salary would be as discussed on date". We have never faced any problems. We have had candidates joining from outstations till date. This has surely minimized the same problem.
Please do try it out, and I am sure you would see good results.
Regards,
Sajal
From India, Bangalore
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I agree with Bhawna's suggestions. We have been following the same approach in our organization. Selected candidates negotiate with their previous employer or other companies for a higher raise than what is offered by us. Deepali, you can send the offer via email upon shortlisting the candidates using their personal email addresses. Please refrain from mentioning the CTC figures in the email. Instead, you can request the candidate to submit an acknowledged copy of their resignation letter from the previous employer. The detailed offer letter can be issued upon their joining, subject to the submission of the resignation letter.
It is essential to communicate and convince the candidate about the purpose of these steps and provide assurance regarding the offer. This will help you gauge the seriousness of the candidate regarding the offer and assist in monitoring any potential issues.
For any further queries, please revert to me at turningpoint1123@rediffmail.com.
Regards,
Sumit
By adopting this policy, we have successfully reduced the problem by up to 99%.
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It is essential to communicate and convince the candidate about the purpose of these steps and provide assurance regarding the offer. This will help you gauge the seriousness of the candidate regarding the offer and assist in monitoring any potential issues.
For any further queries, please revert to me at turningpoint1123@rediffmail.com.
Regards,
Sumit
By adopting this policy, we have successfully reduced the problem by up to 99%.
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Hi Deepali,
The issue which you are facing is a common problem encountered by most of the corporate and SMEs in India.
As we all are aware, there is a scarcity of skilled/talented manpower. Looking towards economic growth, this issue will increase day by day.
In earlier days, the employer was the king, but now, the new slogan has emerged which is "Employee is the king". 😊
Feasible solutions to your problem are - conduct a salary survey of competitors as well as organizations of the same size. Do not reveal salary details in the offer letter as many times candidates use the offer letter as a negotiation tool for higher salary increments and positions. Always keep 2-3 shortlisted candidates as standbys for finalization and for your safety.
Let me share the psyche of an active job seeker - Whenever candidates decide to change jobs, they will go for 3-4 offers simultaneously. Out of the 3-4 offers, they select the best one to suit their financial needs as well as career growth. In the current scenario, there are ample opportunities available to talented manpower. The available manpower is enormous, but talent availability is less. This is my observation.
Thanks & Regards,
Dev 😊
From Singapore, Singapore
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The issue which you are facing is a common problem encountered by most of the corporate and SMEs in India.
As we all are aware, there is a scarcity of skilled/talented manpower. Looking towards economic growth, this issue will increase day by day.
In earlier days, the employer was the king, but now, the new slogan has emerged which is "Employee is the king". 😊
Feasible solutions to your problem are - conduct a salary survey of competitors as well as organizations of the same size. Do not reveal salary details in the offer letter as many times candidates use the offer letter as a negotiation tool for higher salary increments and positions. Always keep 2-3 shortlisted candidates as standbys for finalization and for your safety.
Let me share the psyche of an active job seeker - Whenever candidates decide to change jobs, they will go for 3-4 offers simultaneously. Out of the 3-4 offers, they select the best one to suit their financial needs as well as career growth. In the current scenario, there are ample opportunities available to talented manpower. The available manpower is enormous, but talent availability is less. This is my observation.
Thanks & Regards,
Dev 😊
From Singapore, Singapore
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Thanks for giving the great feedback about the important thing whch i was facing. Any books realted to this will help me out to know about the peoples mind. thank you very much once again. Prathima
From India, Bangalore
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From India, Bangalore
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Dear All,
In my opinion, hiding the salary will not work. Normally, what happens during the selection and interviewing process is that we ask the candidate and finalize/negotiate about the salary with him, as he might expect more than what we are offering him or to know exactly about his expectations.
Therefore, if he is expecting more and we don't finalize the salary package earlier, then we won't be able to retain that employee for a longer period of time, and thus he will again start applying to some other place.
So, I think that it has to be decided and clarified earlier what exactly we are going to offer him and what his expectations are so that we can also evaluate him according to his expectations, whether he could be paid that much or not. The same is for him, as he could also evaluate us along with the future prospects.
Please share your comments accordingly and tell me if it is not the case.
Regards,
Khalid
From Pakistan, Lahore
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In my opinion, hiding the salary will not work. Normally, what happens during the selection and interviewing process is that we ask the candidate and finalize/negotiate about the salary with him, as he might expect more than what we are offering him or to know exactly about his expectations.
Therefore, if he is expecting more and we don't finalize the salary package earlier, then we won't be able to retain that employee for a longer period of time, and thus he will again start applying to some other place.
So, I think that it has to be decided and clarified earlier what exactly we are going to offer him and what his expectations are so that we can also evaluate him according to his expectations, whether he could be paid that much or not. The same is for him, as he could also evaluate us along with the future prospects.
Please share your comments accordingly and tell me if it is not the case.
Regards,
Khalid
From Pakistan, Lahore
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Hi Khalid,
You are right, but in certain cases, we can adopt the technique of not mentioning the salary details. For example, in positions with a high attrition rate. We can't make it a trend. Whether we can or can't, it will be based entirely on the position and the requirements. I have adopted this approach for positions with a high attrition rate, and it works.
Deepali
From India, Chandigarh
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You are right, but in certain cases, we can adopt the technique of not mentioning the salary details. For example, in positions with a high attrition rate. We can't make it a trend. Whether we can or can't, it will be based entirely on the position and the requirements. I have adopted this approach for positions with a high attrition rate, and it works.
Deepali
From India, Chandigarh
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Hi Khalid,
As I had mentioned in my earlier messages, it's very important that you design your salary package according to the standards of the IT market. Again, in our company, we always pay the candidates something more than their expected salary. So, they can hardly bargain for that amount with another company from their current salary.
Moreover, a candidate who is solely focused on money will always do that. So, we need to be careful to trace their motive during the recruitment process itself. It's of no use trying to retain someone whose prime motive will be "money."
Binzy
From India, Bangalore
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As I had mentioned in my earlier messages, it's very important that you design your salary package according to the standards of the IT market. Again, in our company, we always pay the candidates something more than their expected salary. So, they can hardly bargain for that amount with another company from their current salary.
Moreover, a candidate who is solely focused on money will always do that. So, we need to be careful to trace their motive during the recruitment process itself. It's of no use trying to retain someone whose prime motive will be "money."
Binzy
From India, Bangalore
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Deepali:
One thing that I didn't add in my previous post also comes to mind as I review all the responses you've received -- and that's the issue of "job hoppers" -- those individuals who make a habit of moving from job to job, simply based on financial opportunity.
In the review process you conduct after you've received a resume from a candidate, you should view the number of job changes which the candidate has made in the recent past.
What's the recent past? At least the last five years. If he/she has made two changes, that's a pink flag. If he/she has made three changes, that's a red flag. If he/she is averaging a job change a year, I'd be hard-pressed to envision an opportunity to bring that candidate to the table for employment.
In the case of job changes, you can generally bet that past performance is a future indicator of opportunity and/or action.
One item that might be helpful is the design of a good Comparative Interview process. I developed the process of CI during a University teaching assignment, tried it in the field in the foodservice industry, and it worked very, very well. One of the multinational fast feeders has implemented the process and has seen significant reduction in management turnover.
Feel free to read and/or download a copy of the White Paper on which I collaborated with the publisher, Paul Barron, for the magazine Fast Casual at this link: [http://www.restaurantcoachingsolutions.com/articles/Hiring_&_Retention.pdf](http://www.restaurantcoachingsolutions.com/articles/Hiring_&_Retention.pdf)
Let me know if I can assist further.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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One thing that I didn't add in my previous post also comes to mind as I review all the responses you've received -- and that's the issue of "job hoppers" -- those individuals who make a habit of moving from job to job, simply based on financial opportunity.
In the review process you conduct after you've received a resume from a candidate, you should view the number of job changes which the candidate has made in the recent past.
What's the recent past? At least the last five years. If he/she has made two changes, that's a pink flag. If he/she has made three changes, that's a red flag. If he/she is averaging a job change a year, I'd be hard-pressed to envision an opportunity to bring that candidate to the table for employment.
In the case of job changes, you can generally bet that past performance is a future indicator of opportunity and/or action.
One item that might be helpful is the design of a good Comparative Interview process. I developed the process of CI during a University teaching assignment, tried it in the field in the foodservice industry, and it worked very, very well. One of the multinational fast feeders has implemented the process and has seen significant reduction in management turnover.
Feel free to read and/or download a copy of the White Paper on which I collaborated with the publisher, Paul Barron, for the magazine Fast Casual at this link: [http://www.restaurantcoachingsolutions.com/articles/Hiring_&_Retention.pdf](http://www.restaurantcoachingsolutions.com/articles/Hiring_&_Retention.pdf)
Let me know if I can assist further.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Dear All,
I have been following this discussion and have found that not mentioning the salary details in the offer letter has been received with a lot of acceptance as a way to curb the rejections.
No doubt, this method would be a definite deterrent to any candidate to use as a tool to negotiate for higher salaries. My observation has been that the candidates are generally shopping around for offers/opportunities. The salary not being mentioned in the offer letter might not help them in renegotiating with the current employer but would not limit them in seeking/exploring other opportunities, most of the time, just for curiosity/testing waters' sake.
I had a chance to speak to some of the prospective candidates on this issue and got a similar answer - I want to see if I can get something more/better (both monetarily as well as role-wise). As it is, I have resigned/decided to resign, so why not look out?
How do we curb this attitude? Yes, it's an attitude and a mass belief that the more number of offers I have, I am that much more "sought after"/sellable. We need to identify this at the beginning of the process itself. But the million-dollar question in any recruiter's mind would be - HOW and what are the things that I need to ask/assess the candidate on before processing further? Given the nature of pressure for volume and time, would we not succumb to the temptation that "let's see once he gets through the interviews"?
Your comments please...
Raghavendra
From India, Bangalore
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I have been following this discussion and have found that not mentioning the salary details in the offer letter has been received with a lot of acceptance as a way to curb the rejections.
No doubt, this method would be a definite deterrent to any candidate to use as a tool to negotiate for higher salaries. My observation has been that the candidates are generally shopping around for offers/opportunities. The salary not being mentioned in the offer letter might not help them in renegotiating with the current employer but would not limit them in seeking/exploring other opportunities, most of the time, just for curiosity/testing waters' sake.
I had a chance to speak to some of the prospective candidates on this issue and got a similar answer - I want to see if I can get something more/better (both monetarily as well as role-wise). As it is, I have resigned/decided to resign, so why not look out?
How do we curb this attitude? Yes, it's an attitude and a mass belief that the more number of offers I have, I am that much more "sought after"/sellable. We need to identify this at the beginning of the process itself. But the million-dollar question in any recruiter's mind would be - HOW and what are the things that I need to ask/assess the candidate on before processing further? Given the nature of pressure for volume and time, would we not succumb to the temptation that "let's see once he gets through the interviews"?
Your comments please...
Raghavendra
From India, Bangalore
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Friends,
I also came upon another reason for the offer declines, which seems to be the salary structure offered by companies. Most of the time, the candidate gets close to only 60% of the quoted salary in hand per month. My question is: what if the candidate asks only for TDS & PT deduction in his salary and wants the rest of the amount in hand? He/she would plan for the savings, taxation, etc., on their own. How many companies would come forward for this arrangement, what would the implications be - both on the company and the candidate, and would it help in reducing the rejections which happen because of salary in hand?
Your comments please.
Raghavendra
From India, Bangalore
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I also came upon another reason for the offer declines, which seems to be the salary structure offered by companies. Most of the time, the candidate gets close to only 60% of the quoted salary in hand per month. My question is: what if the candidate asks only for TDS & PT deduction in his salary and wants the rest of the amount in hand? He/she would plan for the savings, taxation, etc., on their own. How many companies would come forward for this arrangement, what would the implications be - both on the company and the candidate, and would it help in reducing the rejections which happen because of salary in hand?
Your comments please.
Raghavendra
From India, Bangalore
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Hi Raghavendra,
This policy is still followed by many companies in the BFSI segment. What they do is give a blank format to the candidates selected along with their CTC amount and tell them to do the breakage themselves. In this case, they inform them of the limit up to which a particular category like uniforms, etc., is exempted from tax. This is actually followed in some companies, but still, those companies are also facing the same last-minute back out problem.
Regards,
Deepali
From India, Chandigarh
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This policy is still followed by many companies in the BFSI segment. What they do is give a blank format to the candidates selected along with their CTC amount and tell them to do the breakage themselves. In this case, they inform them of the limit up to which a particular category like uniforms, etc., is exempted from tax. This is actually followed in some companies, but still, those companies are also facing the same last-minute back out problem.
Regards,
Deepali
From India, Chandigarh
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Hi Dipali,
Thank you for your inputs. I agree that it might work in some cases and might not in others.
Coming to the IT industry, where the CTC shown is pretty high compared to the actual take-home pay, can the candidate ask the HR department to only deduct PT and TDS, instead of the regular PF, Bonus, LTA, medical, variable, etc. components? This adjustment would result in a higher take-home pay, potentially making the offer more appealing to candidates. What would the implications be for both the hiring company and the candidate?
I have encountered candidates whose actual salary hikes, in terms of take-home pay, have been minimal, just a few rupees. This situation could discourage the candidate from accepting the offer.
Your comments, please.
Raghavendra
From India, Bangalore
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Thank you for your inputs. I agree that it might work in some cases and might not in others.
Coming to the IT industry, where the CTC shown is pretty high compared to the actual take-home pay, can the candidate ask the HR department to only deduct PT and TDS, instead of the regular PF, Bonus, LTA, medical, variable, etc. components? This adjustment would result in a higher take-home pay, potentially making the offer more appealing to candidates. What would the implications be for both the hiring company and the candidate?
I have encountered candidates whose actual salary hikes, in terms of take-home pay, have been minimal, just a few rupees. This situation could discourage the candidate from accepting the offer.
Your comments, please.
Raghavendra
From India, Bangalore
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Hi Raghav,
I agree with your point. In the IT industry, we can't do so. But yes, to make it more comfortable for the candidates, we can let them calculate their own breakup and understand their in-hand salary and all deduction figures. This approach can make candidates more comfortable as they will have a fixed in-hand salary determined by them after the breakup of CTC.
Deepali
From India, Chandigarh
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I agree with your point. In the IT industry, we can't do so. But yes, to make it more comfortable for the candidates, we can let them calculate their own breakup and understand their in-hand salary and all deduction figures. This approach can make candidates more comfortable as they will have a fixed in-hand salary determined by them after the breakup of CTC.
Deepali
From India, Chandigarh
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Hi,
I have encountered the same problem. Now, I am not mentioning the compensation in the offer letter, and I am giving the official appointment letter with salary breakup on the day the person joins our company. We should not allow more than a one-month period between offer acceptance and the official date of joining. Also, ask the candidate to come before the joining date and complete all other joining formalities. It would make them think before jumping. Additionally, while doing the shortlisting, we should keep the alternative ready so that in case the selected candidate doesn't join, we can go for the alternate.
Regards,
Balaji
From India, Hyderabad
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I have encountered the same problem. Now, I am not mentioning the compensation in the offer letter, and I am giving the official appointment letter with salary breakup on the day the person joins our company. We should not allow more than a one-month period between offer acceptance and the official date of joining. Also, ask the candidate to come before the joining date and complete all other joining formalities. It would make them think before jumping. Additionally, while doing the shortlisting, we should keep the alternative ready so that in case the selected candidate doesn't join, we can go for the alternate.
Regards,
Balaji
From India, Hyderabad
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