Counter Offers: Fixing the Problem or Delaying the Inevitable?

Counter offers are one of those topics that recruiters seem to have debated for decades.

Every recruiter has a statistic tucked away somewhere about the percentage of people who accept a counter offer and then leave anyway within six or twelve months. I've heard various figures over the years and, if I'm honest, I've no idea where most of them come from. What I can tell you is this: it happens. A lot.

The reality is that neither side usually wants to be in this position.

Managers don't want to lose good people. Employees don't generally wake up one morning excited by the prospect of updating their CV, attending interviews and starting all over again somewhere new. If everything was working exactly as they wanted, most people would probably stay where they are.

Yet there seems to come a point in many careers where a small seed of doubt gets planted. Sometimes you can clearly identify it. Sometimes you can't.

It's a bit like the seven year itch. Nothing is necessarily wrong, but something doesn't quite feel right either. Maybe you've stopped learning. Maybe you've become too comfortable. Maybe you're simply ready for a fresh challenge.

Can an employer really solve that with a pay rise?

Sometimes, yes.

But often, probably not.

People rarely leave a role because of one thing. Salary might be part of it, but it's usually accompanied by a whole collection of other factors. Progression. Recognition. Flexibility. Management style. Work-life balance. Culture. Feeling valued.

The challenge today is that everyone's priorities are different.

Years ago, jobs were perhaps a little more standardised. Now there are huge differences between employers. Pension contributions, bonus structures, hybrid working, wellbeing benefits, development opportunities, annual leave, flexibility. Then layer on top the fact that everyone's personal circumstances are completely different and it becomes increasingly difficult to create a one-size-fits-all solution.

For some employees, accepting a counter offer genuinely works out well. The employer wasn't aware there was an issue, the conversation prompts positive change and everyone moves forward happily.

For others, staying simply delays a move that was probably coming anyway.

If someone has spent six months quietly building frustrations, a salary increase alone may not make those frustrations disappear. They often resurface later because the root cause was never really addressed.

That isn't to say employees are all the same either.

Some people demonstrate incredible loyalty and genuinely want to build a long-term career with one organisation. Others are more focused on maximising opportunities and accelerating their career journey. Neither approach is right or wrong. They're just different.

From the employer's perspective, losing someone can be incredibly disruptive.

The obvious costs are recruitment fees and advertising spend, but those are often the tip of the iceberg. There's lost knowledge, additional pressure on the existing team, temporary cover arrangements, reduced productivity and the sheer amount of management time consumed by recruitment.

Even with a fantastic internal talent team and external recruitment support, hiring takes time and attention away from the day job.

One thing I find particularly interesting is how often a resignation triggers a realisation.

Sometimes a business genuinely hadn't appreciated quite how much value someone was delivering. Sometimes salaries have moved significantly since the person joined. Sometimes everyone has simply become so focused on the day-to-day running of the business that a role has quietly faded into the background.

A resignation can be a surprisingly effective wake-up call.

When I first speak to candidates, one question I nearly always ask is:

"Have you spoken to your employer about this?"

The answer is usually no.

That's understandable. Those conversations can feel uncomfortable. Nobody particularly enjoys sitting down and saying they're unhappy or that their priorities have changed.

But from an employer's perspective, it's difficult to fix something you don't know is broken.

Perhaps someone wants more responsibility. Perhaps they want exposure to another area of the business. Perhaps they need greater flexibility because life circumstances have changed. Quite often there are solutions available if the conversation happens early enough.

I've seen businesses create development opportunities, redesign roles and build entirely new career paths simply because someone was honest enough to raise a concern before reaching the point of resignation.

Of course, once a resignation is handed in, there is another factor that often gets overlooked: trust.

Even when someone stays, something has changed.

The employee has shown they were prepared to leave. The employer knows they were looking elsewhere. Both sides may move forward positively, but it's difficult to pretend that nothing happened.

How much that matters varies enormously from one situation to another, but there is often a legacy that remains long after the counter offer has been accepted.

Perhaps that's simply the reality of modern careers.

The days of a job for life have largely disappeared. People move more frequently than they used to. Employers know many of their workforce are passive candidates and most employees will occasionally browse job boards or respond to a LinkedIn message, even when they're perfectly happy where they are.

Sometimes a dream opportunity appears and curiosity gets the better of us.

That doesn't necessarily mean someone is disengaged. It's just the world we now work in.

Which perhaps leads to the bigger question.

If businesses invest enough time in understanding what their employees really want, create genuine opportunities for development and build cultures where concerns can be discussed openly, does the counter offer conversation become less relevant altogether?

Because perhaps the best counter offer is the one that never needed to happen in the first place.

Chester Business Club at Rooftop Social Club

Dan Jones and Flora Hamilton were honoured to receive their Chester Business Club pins last night at the Rooftop Social Club in Chester, while supporting the Chester Business Club Charity Fund – raising money for great causes that benefit the people of Chester.

A fantastic venue, a fun quiz, and even better company. Great to spend time with so many people committed to supporting the local business community and making a positive difference.

Thanks to everyone involved for a brilliant evening

Dan Jones completed Christleton 5K

Huge congratulations to our Director, Dan Jones, on completing the Christleton 5K last Friday evening - his first ever competitive running event 🏃‍♂️

Balancing business ownership, family life, and training isn’t always easy, so this was a brilliant personal achievement and one he should be proud of.

What started as simply trying to get fitter and healthier has steadily turned into a real focus on consistency, progress, and continual improvement - and Friday night was another milestone along that journey.

A good reminder that small steps, done consistently, soon add up to something worth celebrating.

Well done Dan 👏

Employment law changes: why the first six months now matter more

The UK employment landscape is already changing following the Employment Rights Act 2025, one of the most significant shifts in employment law in decades.

While implementation is being phased in, one of the biggest changes for employers is the reduction of the unfair dismissal qualifying period from two years to six months, due to come into effect from January 2027.

For businesses that have historically had a longer window to assess whether a new hire is the right fit, this will require a shift in mindset. The early stages of employment are likely to require far greater structure, consistency and attention than many employers have historically needed. For many employers, this is less about panic and more about preparation. It is an opportunity to review recruitment processes, onboarding structures and probation management before these changes take effect.

The reality of a six-month window

Six months sounds like plenty of time until you factor in:

• Onboarding

• Training

• Annual leave

• Sickness absence

• Time for someone to settle into a new environment

Suddenly, that period feels far shorter.

Businesses may need to make decisions on performance and long-term suitability with less time and, in some cases, less complete information than they may be used to.

Probation periods may require more structure

For some businesses, probation periods are already well managed. For others, they can be relatively informal.

If timelines shorten, we may see more organisations introducing:

• Clearer objectives from day one

• More structured check-ins

• Better documentation of progress

• Earlier conversations where concerns arise

This is less about creating unnecessary process and more about ensuring expectations are clear for everyone involved.

Senior hires will not be exempt

Historically, senior hires have often been given greater autonomy and less formal oversight during their first few months. That may begin to shift.

More senior appointments may require:

• Clearer early objectives

• Structured review points

• Stronger communication between leadership teams and HR

That may feel unfamiliar in some organisations, but it could become increasingly common.

Better recruitment becomes even more important

This is arguably the biggest takeaway.

The strongest way to reduce future issues is to make the right hire in the first place. Many businesses moved quickly during the post-Covid hiring rush, and in some cases recruitment processes became more reactive than planned.

This may be a good opportunity to revisit:

• Interview processes

• Candidate assessment methods

• Role briefing

• Cultural fit considerations

• Onboarding expectations

Getting recruitment right at the start significantly reduces risk later.

The role of line managers becomes even more important

Line managers are likely to play a bigger role in the success of new hires.

That means ensuring they feel confident in:

• Setting expectations

• Giving feedback

• Identifying concerns early

• Working alongside HR when needed

For some businesses, this may also highlight the challenge of the ‘accidental manager’, individuals who have moved into leadership roles without formal management training.

Onboarding deserves more attention

If businesses have less time to assess performance, onboarding becomes even more valuable.

Strong onboarding helps people become productive faster and gives new hires the best possible chance of succeeding.

Reviewing onboarding processes now could make a meaningful difference later.

Documentation will still matter

With tribunal backlogs continuing, employment disputes can take time to progress.

That makes good record keeping important.

Employers may want to ensure they are consistently documenting:

• Probation reviews

• Performance discussions

• Absence concerns

• Key feedback conversations

Clear records can help businesses make better decisions and protect themselves if issues arise later.

A sensible time to review processes

This does not need to be viewed negatively.

For many businesses, it is simply an opportunity to tighten up areas that may have become inconsistent over time.

That could include:

• Recruitment processes

• Probation frameworks

• Onboarding structures

• Management training

• Performance documentation

Small improvements now could prevent bigger issues later.

Final thoughts

The changes may create additional responsibility for employers, but they also reinforce something that strong businesses already do well.

Hire carefully, onboard properly and support people effectively from day one.

That is rarely a bad thing.

Interview Advice: How To Prepare & Stand Out

1. Prepare Thoughtfully

Go through the job description carefully, line by line. For each key requirement, reflect on where in your career you have demonstrated the relevant skills and capabilities. Some experiences may be further back in your career and not immediately obvious, but they can still be highly relevant.

Think carefully about the areas the role emphasises and prepare concise, strong examples you can share. Practising this will help you speak confidently and naturally.

2. Know Your CV and Career Story

Be ready to summarise your CV succinctly when given the floor. Avoid saying too much or too little. If you are unsure whether to expand on a point, pause and ask the interviewer if they would like more detail as this shows awareness and engagement.

Prepare a short story for each key achievement that demonstrates your skills, the impact you made, and how it relates to the role you are applying for.

3. Research the Company

Go beyond a quick look at the website. Check news articles, sector trends, and competitors and consider the challenges the company may currently face. For international businesses, think about how global developments might affect operations.

Try to understand the company from multiple perspectives, not just your department, but also how colleagues in other areas experience the business.

4. Prepare for Behavioural and Aptitude Questions

Be authentic when answering questions such as:

• What are your strengths?

• What areas are you developing?

Avoid sounding generic or oversharing. Candidates who balance honesty with clear examples tend to stand out. Using structured approaches such as the STAR method, which stands for situation, task, action and result, can help keep your answers clear and memorable.

5. Let Your Personality Shine

Interviewers are not hiring robots. They want to see who you are as a person, not just what you can do. Be professional but allow your personality to come through. Collaboration, adaptability and enthusiasm are qualities that often make a real difference.

Think about what genuinely excites you about the company or role. Genuine enthusiasm is memorable.

6. Dress Thoughtfully

While most interviews today are business casual, it is worth considering slight adjustments depending on the company culture. A smart, clean and professional appearance always leaves a positive impression.

7. Know What You Want

Spend time thinking about what you want from the role and the company. This helps you align your answers and the questions you ask. Being vague or giving rehearsed answers can work against you.

Be clear on your priorities, such as flexibility, career progression or company culture. Knowing what matters most to you helps both you and the interviewer.

8. Prepare Thoughtful Questions

Have questions ready that show reflection and genuine interest. For example:

• What opportunities might exist if I outgrow this role?

• How does the company support internal development and training?

• How would you describe the team dynamics or leadership style?

9. Keep Perspective

Remember that not being selected does not reflect on your ability. Sometimes a role simply is not the right match. There will be other opportunities that better suit your skills, personality and career goals.

Treat every interview as a learning experience. Even if it is not the right role, it helps you refine your answers, build confidence and improve your approach for the next opportunity.

Understanding the Modern Business and Recruitment Landscape

Twenty years ago, the business and recruitment world felt far more predictable. Most employees worked a standard nine to five in the office, and organisational structures were conventional, with clear reporting lines and formal management processes. Recruitment followed a similar pattern, with roles, responsibilities and expectations fairly straightforward.

Today, the picture is very different. No two organisations we work with have cultures or ways of working that are even remotely alike, and recruitment has had to adapt to this variety.

Some companies operate with office-based teams, prioritising collaboration and shared space, while others are fully remote or have globally distributed teams. High-growth or entrepreneurial businesses often have evolving structures, with responsibilities shifting quickly and employees working across different areas of the organisation. Certain sectors bring their own unique rhythms. For example, a seasonal leisure business may experience intense peaks during summer or school holidays, requiring teams to respond rapidly at certain times of the year. A regional building materials supplier will feel very different from a global pharmaceutical manufacturer, just as the experience of working in finance differs from technology or professional services.

Throughout a career it is common to work in a variety of environments, and that variety can be enriching. Some people thrive in fast-moving, agile businesses where decisions are made quickly and priorities change frequently. Others prefer more structured organisations with defined processes, clear reporting lines and strong operational support. Over time, recognising what works personally including the culture, management style, flexibility and pace of work becomes just as important as the role itself.

Many professionals also value flexibility, balancing office presence with home working or adjusting hours to manage personal commitments. It is okay to move between different types of environments, but knowing your priorities as an employee or employer is key. Wishlists have grown almost too extensive to manage, and not every company can offer every perk. Some organisations provide only basic benefits but make up for it with a vibrant environment, strong teams and a supportive culture. Others may offer generous benefits but operate within a more formal structure. Understanding what matters most, whether culture, flexibility, development opportunities, sector or the nature of the role, helps both sides make better, more realistic decisions.

As recruiters, our role is to understand both sides: the organisation and the candidate. Is the company formal in its reporting and review processes, or more flexible, with responsibilities shared across multiple stakeholders? Is performance assessed through structured appraisals or informal check-ins with managers? Knowing these details is essential to ensure a good match and to avoid surprises for either side.

Recruitment is no longer just about salary or career progression. Decisions now reflect a mix of culture, management style, working arrangements, sector, development opportunities and the nature of the role. Companies are introducing flexible hours, home working, condensed weeks, wellbeing initiatives and even pet-friendly offices, all of which add nuance to the modern workplace.

Ultimately, understanding the modern business and recruitment landscape is about recognising diversity, appreciating nuance and making connections that work for both organisations and candidates. By experiencing different environments and identifying what works on a personal level, and by understanding what matters most to each party, recruitment can be a collaborative, tailored process that benefits everyone involved.

Interviews, Culture, and Compromise: What Really Matters in Hiring

Hiring isn’t just about filling a role — it’s about finding the right match for both the person and the business. Every candidate has hopes and ambitions, and every client wants someone who will thrive in their team and culture. No role or company is perfect, but the goal is always to find a place where skills, ambitions, and personalities align, and where both sides feel confident moving forward.

As recruiters, there are certain things we hear all the time from both candidates and clients. These points come up again and again and often shape how decisions are made. Here are the key areas we see regularly:

They’re Not Sure

One of the most common things we hear is that after a first interview, neither side feels completely certain.

Candidates often find it hard to condense their experience, motivations, and personal qualities into a short conversation, while clients are trying to get a sense of someone in a very limited time. That’s why interviews are really a process of discovery for both sides.

A second conversation — ideally face-to-face — allows everyone to explore things in more depth. Conversations flow more naturally in person, and it gives a clearer sense of the team, the environment, and the day-to-day rhythm. Sometimes, a first interview simply isn’t enough — and that’s completely normal. As recruiters, we help both sides prepare and navigate this stage so they get the most from every conversation.

Would This Work for the Wider Team and Business?

Another thing we hear a lot is questions around team and business fit. It’s not just about ticking boxes on the job description — it’s about whether a candidate will enjoy the sector, whether they’ll gel with the team, and whether the working arrangements are right for everyone involved.

Some organisations are flexible and collaborative, others operate with more traditional structures and routines. That doesn’t mean people can’t adapt, but understanding what works for both the individual and the team is key. New hires need to balance the needs of the wider business as well as the immediate team.

We work with candidates and clients to explore culture, team dynamics, and management style - helping both sides see how they might work together before any offer is made.

Expectations vs Reality

We also hear this one a lot: the gap between expectations and reality.

Candidates often have a “wish list” of what they hope to find, while clients may have an ideal vision of the perfect hire. The reality is that no role or company is perfect. The aim is to find a role that ticks as many boxes as possible: a position that matches skills and ambitions, a team that works well together, and a culture where both parties feel confident.

Multiple conversations — second interviews, informal chats, or in-person meetings — allow both sides to see how the candidate will integrate with the team and culture. Accepting that perfection doesn’t exist, but that a strong overall fit is achievable, makes the process more realistic and successful.

Flexibility and Compromise

Finally, we hear regularly that a perfect match doesn’t exist — and that’s okay. Both candidates and businesses often make small adjustments to make it work, which is one of the most practical, human sides of hiring.

This might include adjusting the role definition, clarifying who the postholder will work most closely with, agreeing on hybrid working arrangements, committing to training and development, or scheduling a formal review after six months.

Compromise doesn’t mean lowering standards. It’s about aligning priorities, skills, and ambitions so that both sides feel confident and happy. When approached this way, candidates can thrive, teams work harmoniously, and businesses achieve their goals. As recruiters, we help both sides navigate these adjustments — something we see and hear regularly in our work.

Hiring is about more than skills on paper. By recognising uncertainty, exploring culture and team dynamics, managing expectations, and embracing flexibility, both candidates and clients can make informed, human, and successful hiring decisions — with the guidance of someone who genuinely understands and supports both sides.

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