Should I keep interviewing after I accepted a job offer?

On April 29, 2019

In the April 30, 2019 Ask The Headhunter Newsletter a reader questions a CEO’s advice about interviewing.

Question

interviewingI just read an article where a CEO warns that it’s unethical and dishonest to keep interviewing after you’ve accepted a job offer. “It’s not cool.” He calls it lying and says you’re just damaging yourself! Moreover, you’re causing damage to the company because it stopped recruiting after it hired you, and having to restart recruiting will cost it a lot of time and money. So you should behave with “class and grace.” Then he drops the bomb: It’s “all Millennials” doing this — ghosting employers. (I’m 29 years old so I guess he’s talking to me.) Is it so wrong to keep interviewing or to take a better offer if it comes along?

Nick’s Reply

You should absolutely continue interviewing with no qualms whatsoever.

I think that CEO is 100% wrong when he suggests that if you continue to interview for other jobs after you have already accepted an offer, you’re being “unethical,” “dishonest,” or “damaging yourself.” That’s nonsense. Hedging your bets is simply prudent business.

Interviewing? Hedge your bets.

As for the CEO’s contention that the company stopped recruiting after it “hired” you, that’s pure bunk. I started headhunting a long time ago and I can tell you that a Human Resources department (HR) will probably routinely continue interviewing more candidates not only after it makes you an offer, but after you accept it, and — often — after you’ve started the job.

Why would HR do that? To hedge its bets.

For example:

  • HR might give you that verbal offer, then run a background check and decide it doesn’t like what it found — even if it’s a minor problem that it never discloses to you. The offer you accepted is rescinded without explanation. (Don’t believe me? See Behind the scenes of a rescinded job offer.)
  • While HR obtains the necessary signatures to complete the hiring process, some manager might change their mind about you, or funding for the job could be cut. (I’ve seen both happen many times.) There will be no written offer. Or, your written offer will be cancelled. Because employment is “at will” in most U.S. states, you can be terminated at any time, for any reason or no reason — including on day #1. Now you’re on the street. “It’s not personal.” (See Protect yourself from exploding job offers.)
  • HR worries that you might change your mind — just like it might change its mind — and wants to have one or more backup candidates. You’ve probably already experienced this, when an employer tells you you’re a finalist and that it will “get back to you” in a week — then they keep delaying. They may be “keeping you warm” until they are sure their #1 candidate actually shows up for work. (That means you may still get the job.) Some employers will even issue multiple offers to ensure they get one viable hire. You’ll never know.
  • HR believes it might find a better candidate while your offer and hire are being processed — because it’s got several more impressive resumes to work through but is trying to stick to a deadline. HR will have no qualms about telling you “something has changed and we will not be able to proceed.” Meanwhile, you may have already resigned your old job. (See Quit, Fired, Downsized: Leave on your own terms.) HR will tell you, “It’s nothing personal, just business.” Unless you’re willing to hire a lawyer, you probably have no recourse.

Interviewing: The double standard

More obviously — and I’m sure you’ve encountered this many times — while that CEO calls you “dishonest,” his HR office will leave a job posting up long after the job is filled. It’s “ethical” when he’s hedging, but you’re “lying.” It’s a double standard that employers use to gain an edge.

When you continue interviewing after accepting an offer — even if it’s in writing — you’re being prudent, not dishonest or unethical. Unless you sign an agreement to the contrary, what you’re doing while you wait to start the job is no one’s business but yours.

Should you be cavalier about it? Of course not. Act as responsibly as possible. But play your cards close, keep your options open, and continue to develop your alternatives. Always hedge your bets — just like the employer is doing.

Is this business or is it ghosting?

As for the CEO’s suggestion that if you back out, the employer will have to restart its search, costing time and money, that’s true only if they’re inept. What company doesn’t plan for contingencies in the event a deal goes south?

Any good headhunter can share stories about “fall offs” — people who accept jobs then quickly quit or get terminated for any of a number of reasons. Every good headhunter (and employer) has a backup candidate ready to fill that job. It’s not unethical. It’s prudent business.

Worried about being accused of “ghosting?” The employer should be worried about its own ghosting behavior — every time it interviews a candidate, promises a decision, but then ignores you completely. See Ghosting: Job candidates turn tables on employers.

Anything can go wrong

I understand that CEO’s perspective. It’s self-serving, and there’s nothing wrong with that. But if you, as a job seeker, take his advice at face value, you’re not serving yourself best in a highly competitive hiring market where too many employers demonstrate an astonishing and callous disregard for job seekers. Let the CEO think like an employer. You should think like a job seeker.

Just like an employer keeps other candidates on the hook until a new hire actually shows up for work, you’d be wise to keep working on other job opportunities until you are firmly ensconced in your new job. You are absolutely right. Anything can go wrong. And that’s why the company that “hired” you is likely to continue recruiting and interviewing other candidates while your “hire” is being processed. (Many readers have complained about companies that make job offers then withdraw them. In that case, the company doesn’t “fire” them — because they’re not yet employees!)

Who’s not cool?

Now I’ll tell you what really troubles me: That CEO is “not cool” when he makes generalizations and reveals blatant bias against your cohort. Millennials are no more likely to ghost employers than CEOs are likely to pontificate about right and wrong like sanctimonious jerks.

You can behave with class and integrity — and still protect yourself. Keep interviewing if you want to, until you’re actually on the payroll at your new job. It’s good business. I’ve seen countless people stranded without jobs because they didn’t understand that employers hedge their bets during the hiring process every day.

Knowing what to do when you get a job offer is just one of many ways to have an insider’s edge when job hunting. For more tips, see Ask The Headhunter Secrets in a Nutshell.

Is it unethical or dishonest — or not cool — to continue your job search after you’ve accepted a job offer? Should you trust that you can take a job offer to the bank? And even if the job offer is bona fide, is that any reason not to hedge your bets to ensure you get the best deal possible?

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Should I let my millennial kid make a huge career mistake?

On January 11, 2016

In the January 11, 2016 Ask The Headhunter Newsletter, we talk about where parents fit in the career equation.

Question

My twenty-something daughter has worked here in the U.S. for three years in her first job out of college as a content manager for a website that focuses on business and culture on another continent.

She has the chance to transfer there to further establish the brand. This is her dream assignment, but it comes with a huge price. The CEO has proposed that she take a $12,000 pay cut, citing the lower cost of living in the new location. Her father is furious and I’m torn as I want her to pursue her dream, but not if it means being taken advantage of. Mr. Headhunter, please offer some advice here. Thank you!

Nick’s Reply

jumpContrary to the title of this Q&A, you’re not really afraid your millennial daughter is making a career mistake. You’re just afraid that you’re afraid she is. So I give you credit for starting a candid discussion about this, and for giving your daughter a chance.

As a parent, I understand your trepidation. Here’s what I suggest you consider.

This is your daughter’s decision, not yours. If you press her not to do it, all you’re telling her is that you don’t support her choice. She’s not going to hear much else, no matter how much sense you make.

People her age are wired to take risks, and thank God for that, because it’s in our youth that we can best afford to take risks. We have time to recover if a choice turns out wrong. We don’t have a house, a family, and big financial obligations. (By the way: This is not a challenge specific to millennials. I don’t think millennials are really any different from any other new generation.)

But please consider this: Without taking risks in youth, we never get the chance to achieve our dreams — or to learn anything that matters.

The CEO probably has a point. I’ve recruited and placed people at lower salaries for just the same reasons: lower cost of living and big opportunity. It’s always up to the job candidate. Some are in a position to take the risk, others are not.

A lot rides on the credibility and integrity of the CEO and the company. Is the CEO just trying to take advantage of her, or is the salary trade-off legit? Only your daughter can judge this. If I were her, I’d ask for one more meeting with the CEO to discuss this.

How to Say It:
“I’ll be taking on a big new challenge in this new location. I need to talk with you one more time to make sure I understand the risks, rewards, and challenges of this job. If I take it on, I want to perform at my best and produce a huge success for our company. What are the milestones? What are the rewards if I achieve them? What do you see as the risks for me?”

In Fearless Job Hunting, Book 7: Win The Salary Games, I discuss how to make a business case to a CEO about how much you deserve to be paid: “How can I avoid a salary cut?”, pp. 7-10. There’s more than one way to get some leverage:

“Express what you want, and suggest that salary isn’t the only component of an acceptable compensation package.”

The milestones must be set in writing and they must be objectively measurable — without interpretation. If she achieves X, then the reward is Y. Because this is a big new gig, there should be a timeline of several milestones — deliverables she’s responsible for — and what she will get in return if she makes them.

Without this, I’d never take a job to establish a brand anywhere. This is the crux of any business plan. My biggest concern — whether the job is in South America, Australia or Biloxi — is the business plan. What is it? If there is no clear plan, then I’d never take the job. Of course, your daughter should be part of developing the plan. If there isn’t one, she should volunteer to help produce it before she takes the job.

Check They promised a raise but won’t deliver to learn how to structure milestones in a good job offer.

I’d want to see a third-party report about cost of living in the new location. What’s the CEO basing the salary cut on? It may be legit — or it may be an indefensible estimate. Practically speaking, your daughter should undertake on her own to figure out what it will really cost her to live in the new location. The Internet makes this kind of research pretty easy. Why not help her prepare a budget for living there? Check real estate, rents and cost of groceries. Maybe it’s not as bad as you think. Then you’re helping, not hindering.

Do not make your daughter’s choice for her, or make her feel you think she’s wrong. My kids and yours must make their own choices — or they learn nothing. If she make the wrong choice, but she’s smart and capable, it will not destroy her life. It will probably make her stronger — and lead her to a better opportunity the next time. She’ll gain wisdom, and you will gain more of her respect.

Even if you conclude from hard data that this is going to cost her money, that’s not justification for telling her not to do it. What you consider a price for a bad decision might be something else altogether for her — the price of growing up. I’m afraid that too many young people today are not willing to pay that price — and they never grow up. I think our nervous-nelly society is too quick to deprive our kids of the chance to learn the price of success.

Then, of course, there’s the distinct possibility that this risk will be the start of a great new part of her life — and she will enjoy the rewards of taking a big risk on her own. Imagine what it would do for her self-confidence and acumen — to take on such a huge challenge.

As a father, I’d be more concerned with her personal safety. No matter where a son or daughter of mine might go next, the first thing I’d want to look into is, how safe is the place, and what can my kid do to be as safe as possible? I think that except in the worst areas, it’s always possible to take measures to improve personal safety.

Ask her what you can do to help her succeed. My guess is your daughter is pretty smart. Let her know you believe that and that you trust her judgment, and that you respect her aspirations. Then give her a hug and let her go on her way. If you raised her right (Yes, give yourself some credit.), she will figure it all out.

Then book a flight to go visit her in about six months, so she can show you how she’s pulling it all off on her own.

Now I’m going to tell you what prompted me to answer you as I have. When my first book was published, I wrote an Acknowledgments section for it. At the very end, I said this about my own two kids, who were one and three at the time:

“As for Luke and Emma, well, when you’re old enough to read this, I hope you’ll also just be learning that it’s okay to take risks to do what’s important to you (and I hope your father will be smart enough to know when to get out of the way and let you).”

It’s been hard to take my own advice, and I frankly can’t believe I had the presence of mind so many years ago to write that. Those words have kept me in line, and they’ve freed my kids to make me proud of them.

I wish you, your daughter and your husband the best.

When your kids are ready to leap tall buildings, do you put away the measuring stick? Do you let them do the calculations and decide whether to leap? What did you teach your kids? What’s the best way to be a helpful parent?

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