made an offer to your new manager. The candidate accepted and you turned
down all the other candidates. Then, after accepting the job, but before
reporting to work, the candidate informs you the job wasn’t going to work
out after all. Has this happened to you?
economy and hiring pick up steam, you can expect more cases of new-hire
fallout. No matter what the cause, fallout costs would be employers in
effort and outlays for advertising, candidate travel, search firm or
agency fees, and other expenses.
fallout is caused by another employer’s counteroffer, don’t blame the
candidate or the rival employer. Blame yourself for failing to make a
market-aware offer and for failing to prepare the candidate for
study the employment marketplace in advance to make sure you are
competitive. Know your competition and know where you are strong and not
strong. If you suspect new hires will receive counteroffers, coach them on
why and how to reject them. Point out that more money won’t necessarily
change factors that originally caused the candidate to seek a new
position, such as lack of opportunity.
take a high touch approach. Don’t lose contact between the time someone
accepts the job offer and his or her first day on the job. Call for a chat
and checkup a week or two before his or her start date, and again a few
days before. You can tell, if they are nervous or uncomfortable, that
something is wrong.
handwritten notes welcoming new employees. Information about community and
current news of the company events and achievements help recent hires feel
like part of the team. Keep it up even after employees report to work. A
good orientation session, along with personal information about the people
employees will work with, makes new hires feel like they belong.