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dc.contributor.authorChen, Jasamine
dc.contributor.authorWhite, Blake
dc.date.accessioned2020-11-17T15:58:11Z
dc.date.available2020-11-17T15:58:11Z
dc.date.issued2018-10-01
dc.identifier.other13721529
dc.identifier.urihttps://hdl.handle.net/1813/74461
dc.description.abstract[Excerpt] While counter-offers virtually disappeared in the great recession, they have regained popularity in recent years in an attempt to retain employees as the labor market tightens. While the use of counter-offers is widespread, many organizations are failing to use counter-offers effectively. Ineffective and poorly planned counter-offers result in negative consequences and poor results for all parties involved. Following the acceptance of a counter-offer, 55% of employees report greater unhappiness and decreased levels of commitment. Only 16% of employees who accept counter-offers believe their relationship with their employer improved post-offer. In fact, he majority of employees who accept counter-offers turnover within the following 6 to 24 months. Counter-Offers are a short-term fix when firms need a long-term solution.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjecthuman resources
dc.subjectcounter-offers
dc.subjectHR
dc.subjecttalent management
dc.subjecttalent toolbox
dc.subjecttalent retention
dc.subjecthigh potentials
dc.subjectculture of openness
dc.subjectsuccession planning
dc.titleWhat are Best Practices Relating to Counter-Offers?
dc.typearticle
dc.description.legacydownloadsWhat_Are_Best_Practices_Relating_to_Counter_Offers.pdf: 59 downloads, before Oct. 1, 2020.
local.authorAffiliationChen, Jasamine: Cornell University
local.authorAffiliationWhite, Blake: Cornell University


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