What are Best Practices Relating to Counter-Offers?
dc.contributor.author | Chen, Jasamine | |
dc.contributor.author | White, Blake | |
dc.date.accessioned | 2020-11-17T15:58:11Z | |
dc.date.available | 2020-11-17T15:58:11Z | |
dc.date.issued | 2018-10-01 | |
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.description.legacydownloads | What_Are_Best_Practices_Relating_to_Counter_Offers.pdf: 59 downloads, before Oct. 1, 2020. | |
dc.identifier.other | 13721529 | |
dc.identifier.uri | https://hdl.handle.net/1813/74461 | |
dc.language.iso | en_US | |
dc.rights | Required Publisher Statement: Copyright held by the authors. | |
dc.subject | human resources | |
dc.subject | counter-offers | |
dc.subject | HR | |
dc.subject | talent management | |
dc.subject | talent toolbox | |
dc.subject | talent retention | |
dc.subject | high potentials | |
dc.subject | culture of openness | |
dc.subject | succession planning | |
dc.title | What are Best Practices Relating to Counter-Offers? | |
dc.type | article | |
local.authorAffiliation | Chen, Jasamine: Cornell University | |
local.authorAffiliation | White, Blake: Cornell University |
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