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You just 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?

As the 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.

When 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 counteroffers.

Always 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.

Also, 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.

Send personal, 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.