NOTE - The following information is extremely important to be read in its entirety if you want to increase your odds of getting the job you want. Although we invite you to read it on-line we also recommend that you print a copy which you can refer back to at any time.

This section was written to help guide you through the offer acceptance, resignation and notice stages of the process. All the effort that has been put into trying to generate an attractive offer will be for naught unless this transition period is handled properly. In a nutshell, this information is dedicated to insuring that things are handled in a professional manner both with your current and your new employer.

How you handle things during this period tells your new employer a great deal about you. I like to use the phrase “preserving the honeymoon” to describe the initial relationship that all candidates seek to establish with their new employers.

Your actions during this period will either reaffirm their choice of you as a candidate or they will raise doubts as to your decisiveness, commitment and motivation. At all cost, we need to insure that you begin your relationship with your new employer on a positive note and lay the ground work for a quick start.

While we realize that the following information can’t cover all the areas involved, we hope that these thoughts will guide you during these critical, final stages of the employment process. Now, let’s look at some specific suggestions, some of which we have covered with you in the past -

Chapter One Offer Acceptance

Throughout the employment process we have stressed that your objective should be to solicit an offer from a good employer that will make you want to go to work for them. For our purposes we will assume that you have received an offer that approaches that objective. However, many of the thoughts presented here apply to offers which are accepted as well as to those which you may reject for one reason or another. Either way, it is always a matter of good taste to respond to the employer in a positive manner and give them a firm answer in a timely manner.

The accepted thinking among employers and executive recruiters is that an employer can rightfully expect a response to their offer within forty-eight hours of a verbal presentation. Except in extenuating circumstances, this allows the employee to discuss the offer with their spouse or family, gather additional information and give the offer a thorough analysis. Even in situations where not all the details can be addressed (as in the case of a trip to the area by the spouse), most applicants can respond at least in principle to an employer’s offer within this time frame.

I have been personally involved in well over 1000 offers during my career as a search consultant, and only rarely have I seen a decision come out any differently two weeks later than it does within a forty-eight hour period. Delays on the part of an offer usually indicate to the employer and to me that the candidate has some reservations about the position that will not or cannot be overcome - or that the candidate is simply “shopping”. Employers are looking for people who recognize good opportunities when they see them and will act decisively when good offers are presented. For that reason, “The 48 Hour Rule” should be observed unless a different timetable has been discussed with the employer during the interview stages.

In the emotional surge associated with receiving an offer, it is sometimes difficult to get all the details you need to make an informed decision. There are a million questions regarding benefit programs, vacation plans, moving policies, incentive programs, work environment and the job itself which may or may not have been discussed during one or two proceeding interviews. No employer wants to hire employees who “shoot from the hip” with big decisions at hand. However, obtaining this additional data can sometimes present a situation that you want to avoid. It is very difficult for employers to cross every “t” and dot every “i” in the process of making offers. They want to hire analytical, thorough employees; but too many detailed questions regarding benefit programs, vacation time and moving policies telegraph to the new employer that you may be more wrapped up in the details of the offer than you are in the big picture.

It is important to maintain your perspective when looking at offers. The initial package that you negotiate is almost inconsequential compared to the opportunity a good employer can offer you. Ask the most successful people you know what their salary was five years ago or two years ago - or when they started with their employer. I think you’ll find that most of them couldn’t tell you. The biggest issue to high achievers is the job satisfaction derived from growth with an employer, not the starting point with that organization. Accordingly, you need to maintain a focus on the opportunities that this offer represents with this employer, as opposed to the specific details of the initial package. Remember, too, that no two companies have exactly the same programs, so comparisons will be difficult.

In addition, prospective employees are treated much differently than employees. Good employers do everything they can to insure the happiness of people on their payrolls and policy adjustments do occur once a decision to “join the team” is made. While you can’t count on this at the outset, I think you will find that most employers “let you win the ties” once you are on board. Prior to acceptance, however, they really have no choice but to quote you chapter and verse as it relates to company policy.

In the United States probably 95% of all employment contracts are “at will”; that is, they can be terminated at any time by either party. Usually, only CEO’s and other top officers receive written contracts of employment, and even the value of those contracts is questionable. Good lawyers protect companies they work for in drafting these documents and there are plenty of exclusions for every inclusion. Common practice, therefore, tends more towards verbal or implied contracts of employment that are seldom formalized.

The first law of the jungle is to never let go of one vine until you have a firm grip on the next one! In the employment process, that translates into being sure that you have a firm contract with your new employer before withdrawing from your current one. It is perfectly all right to request confirmation of an offer in writing and we are happy to assist you in getting an employer to confirm offers by overnight courier. This written confirmation is done for the protection of both parties so that no misunderstandings occur. Most employers do this routinely, because it also provides the employer the opportunity to provide additional information on benefit plans and moving packages. However, do not be concerned if a company does not confirm an offer in writing, since it is simply not their practice to do so. This does not make them any the less trustworthy, it simply indicates that you need to be more specific in your questions during the presentation of the verbal offer.

Whether or not a written offer is received, you should respond to the employer in writing as well as verbally. A verbal acceptance to the person making the offer followed by a short confirming note is in order. That note should contain:

1. A statement of acceptance - i.e.: “I am pleased to accept XYZ Corporation’s offer of employment as outlined in your letter (our conversation) of June 10, 1992."

2. If the details have been presented verbally, confirm the highlights of the position, title, salary and start date - i.e.: “I understand I will begin work as a Programmer Analyst on July 15th at a starting salary of $3,500 per month.” Of course, if the offer is presented in writing, a simple reference to the offer letter will suffice.

3. A statement indicating your eagerness to work for the employer and your high expectations that the relationship will be mutually beneficial. Of course this letter should be typed if at all possible. Courtesy copies should be sent to us and to your new direct supervisor, if the offer is received from the Human Resources Department.

Should you reject an offer, it is just as important to respond to the employing company, because you never know when you may want to work for that firm. In this case, item one and two above should be followed by a simple statement that you did not feel it is in your best interest at this point in your career to accept the opportunity. It is always important to keep an open door with any employer who thinks enough of you to make you an offer of employment.

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Chapter Two Serving Notice and Writing Letters of Resignation

Once you have formally accepted an offer of employment, it is in everyone’s best interest for you to serve notice to your current employer immediately. Serving notice can be a difficult thing to do especially if you have formed strong bonds with your fellow workers. However, this need not be a traumatic experience if handled properly. Serving notice takes place only after you’ve made a thorough analysis of your opportunities and after you have made a mental commitment to a new employer. You are dealing from a position of strength and should have a mental attitude that reflects that posture. With this perspective, it is easy to be professional and prevent the burning of any bridges. Bear in mind, that you have the advantage of having thoroughly analyzed the situation and that your employer is normally at a disadvantage, having been taken by surprise by your announcement. Therefore, this is also a time for compassion to allow them to adjust to this news.

Whether it is your first or fifth resignation, you will be faced with feelings of remorse, fear, guilt, anxiety and even relief. More than once in my career, I have seen less experienced employees become influenced by these emotions as well as by the words and deeds of more experienced managers. These influences generally result in emotional appeals, promises or even counteroffers.

As one employer put it, “If an employee tenders a resignation, I expect them to have made up their mind - not mutter and stumble about leaving me with an invitation to make a counteroffer.” As explained later on, in Chapter IV, counteroffers generally lead to heartache for everyone concerned, and precluding the discussion up front is the best way to avoid clouding the issue. You do this by presenting the image that your resignation is the logical conclusion of an orderly thought process and that you are not serving notice in order to bargain with your current employer. As tempting as it may be to “hear what they have to say,” succumbing to the temptation of counteroffers or other promises by your current employer will only lead you down a path from which you will eventually have to retreat anyway. In short, your attitude and letter of resignation must be brief, professional, definite and one in which you maintain control of the situation. In the long run, this will better serve everyone concerned.

When giving notice you need to be prepared for any reaction ranging from anger to disappointment to a congratulatory handshake. Regardless of the employer’s reaction, you must remain calm. Remember, it takes two to argue, and nothing can be served at this point by airing dirty linen, defending your decision or letting your employer plant doubt in your mind. Don’t be surprised if this meeting is brief. A manager stunned by this type of news will usually buy time to regroup and formulate strategy. The next step for him may be a counteroffer or an exit interview and we will deal with those in the next chapters.

When serving notice, you should always present your letter of resignation at the same time. The letter should be presented to your immediate supervisor, his superior or to the Human Resources Department. If your immediate superior is not available, do not delay in serving notice simply because of his absence. In order to keep things on your timetable, you need to serve notice to the next logical person in the organization so things move ahead as planned during the transition period. However, if you have to serve notice to anyone other than your direct superior, be sure to explain your reasons for doing so to avoid the appearance that you have “gone over their head.

It is not necessary to go into lengthy explanations as to your reasons for your resignation, and this is certainly not the time for long-winded dissertations as to how the company can improve. At the other end of the spectrum, I would also not recommend the famous one-word letter of resignation submitted by a traveling salesman. Out of frustration he cabled the home office with his one-word letter of resignation - “Enough!”

An example of a succinct yet effective resignation letter follows:

June 15, 1999
Harry Goodboss
XYZ Corporation
100 Hero Way
Anywhere, USA 38000

Dear Harry,

Thank you for all the help, training, and support you've provided me during my employment at XYZ Corp. Our relationship is one that I value and I am thankful for the opportunity to have been associated with you and XYZ Corp. However, I am resigning my position effective July 1, 1999 to accept employment with another firm.

I will help in any way possible to insure that the transition period goes smoothly for all concerned.

I want you to know that the decision to change jobs was not arrived at lightly. I sincerely believe that this move is the proper action for me to take in order to achieve the professional and personal goals I have set for myself. This is obviously a very stressful period for me and I would appreciate it if you would not make my decision any harder by trying to change my mind.

Again, thank you for the many opportunities and courtesies afforded me during my employment.

Sincerely,

The first sentence of the second paragraph above is the key to all successful transitions after serving notice. By taking the tack - “Is there anything I can do to insure a smooth transition?” - you show a cooperative spirit and the willingness to handle this period in a professional manner. Any good employer will appreciate your willingness to help wrap up the details of your current assignment and this tone should eliminate or minimize any animosity that might exist over your decision. We will discuss how to work out your notice in more detail in Chapter V; but what you do and say during your actual resignation may very well set the tone for the next two weeks.

We have all heard of situations in which an employer “refused to accept a resignation.” In reality, there is no such thing since The Emancipation Proclamation Act ended involuntary servitude in 1863. This scenario can only develop when the resigning employee is too weak-willed to stand by his well-planned decision. By the time you get to this stage in the process there should be no wavering in your commitment to your new employer, and nothing that your current employer can say or do at this point should materially affect your plans.

Common practice in the United States dictates that all professional employees provide two weeks notice to their current employer. No employee or their projects are so critical to the success of a company as to require an extension beyond that time frame. We read every day about Chief Executive Officers who are fired or resigned, yet their companies go along nicely. The same is true of employees at all levels of the organization - someone will take up the slack provided you do a good job of handing over your projects during the two week notice period. The reasons for not letting yourself be talked into longer notice include:

1. Your loyalty now needs to be with your new employer. If your new employer did not have an immediate need for your services they would not be in the market, and delayed start dates compound their problems. Extended reporting dates leave them with no alternative but to evaluate other options and even withdraw offers. Your new employer is your future - insure that relationship!

2. While it is important to document or complete projects-in-process, working out a notice as a “lame duck” is no fun and will seem like an eternity. Maintain your enthusiasm rolling by keeping this transition period as brief as possible.

3. Remember your current employer has nothing to lose by extending your notice. It allows them time to search for your replacement or even induce you to stay with promises of things they should have been doing for you all along.

4. There is also a down-side from the employer’s standpoint. An extended notice is an uncomfortable time for your superiors and peers. It is difficult for them to include you in many things that are confidential in nature or that affect long-range plans for the company. Usually in a matter of days, you’ll find yourself somewhat isolated despite the best intentions of your employer to make this a positive period. You can avoid this awkward environment by staying with the traditional two weeks notice and by busying yourself with those things that will contribute to a successful transition.

If asked for a longer notice, simply say: “I’m sorry, I am already committed to this schedule; but I will do everything I can to complete my tasks prior to that date.” By taking a firm posture you force your employer to make the necessary plans to insure that your work is properly passed to an interim replacement. Some companies are notorious for procrastinating until the last day or two of employment before handling transitional issues; and you should not feel responsible for their action or lack of it.

Prepare yourself for the scenario in which your serving notice elicits an emotional reaction on the part of your employer. Some companies do, in fact, have a policy to release immediately anyone who serves notice - especially if they plan to go to a competitor. You are not obligated to tell your current employer who your new employer will be. However, if it involves a direct competitor, common courtesy dictates that you tell them that it is someone within the industry. This situation usually results in immediate termination since the benefits of having an interim employee on the payroll are overshadowed by problems of competitive confidentiality, poor attitude and the effect that your successful search may have on co-workers. Don’t take this type of policy or reaction personally. It is simply a minor unpleasantness that you must endure en route to a better personal situation.

You should, however, prepare yourself for the possibility of being released immediately by discussing this scenario with your new employer. I have never seen a situation in which a new employer would not put you on the payroll immediately in such a case; but it is good to have that discussion beforehand.

Let's now look at the next logical event in this transition period - the exit interview.

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Chapter Three Exit Interviews

Exit interviews are standard practice at most companies, and they exist for two reasons:

1. They provide an orderly way of “out-processing” departing employees.

2. They serve as a means of gathering information from departing employees in order to evaluate the effectiveness of the organization’s management and personnel policies. The ultimate objective, of course, is to reduce expensive turnover in the organization.

It is important that you cooperate fully with exit interviews simply to insure that your records are left in good shape. In our very mobile society, the people with whom you work today may very well be the only reference available, and that needs to be in excellent condition.

You may be asked to complete a questionnaire or be questioned about issues of compensation, job satisfaction, challenge, work environment, management style, training program effectiveness, communication systems, or compatibility with your direct supervisor. The information gathered from these exit interviews is useful in diagnosing and correcting management problems leading to poor morale. You will probably be encouraged to discuss problems with your current supervisor; but you should resist getting into personalities or specifics.

Say positive things about your employer. Sometimes that’s not easy because human beings are simply not meant to work for one another and there is always some degree of hostility in the employment relationship. This exit interview may well appear the perfect opportunity to vent your frustration, but you need to resist that temptation and focus on accomplishments or learning experiences you’ve had while employed there. The temporary satisfaction you might feel from a release of frustrations at this point will probably do little to change things - except to leave a bad mark on your record - either mentally or in writing.

Your immediate boss probably will not be at the exit interview, especially if upper management suspects that your relationship with that person may be the cause of your departure. In that case, they will normally select a seemingly disinterested interviewer to feed information back to those directly responsible. It is critical that you handle the exit interview in a professional manner since an embarrassed or angry boss can present a reference problem for the rest of your career. In short, don’t say anything that you wouldn’t want to read in your personnel file!

Typical “housekeeping” issues that will be raised during the exit interview might include details of insurance coverage, pension plan extension, vacation pay due and checking-out procedures such as return of company car, company equipment, car keys, etc.

Be sure to explore the cost of continuing insurance coverage with your current carrier until your new employer’s program goes into effect. Some employers have waiting periods of up to ninety days before you become eligible, but under COBRA law, you are entitled to extend your current coverage for that period of time. The intent of this program is simply to insure that you are not left unprotected or obligated to remain with your current employer simply because of the benefits they provide.

An important point should be raised here regarding your relationship with co-workers during the transition period. Curiosity will lead them to ask you about your new job, how you found it and why you are leaving. While it is very tempting to “unload” on your current boss or employer, it is never a good idea. People talk, and this kind of feedback invariably surfaces after you depart. Even your best friends may find themselves in a position of having to make themselves look loyal to the boss and making you unintentionally look bad by repeating what they’ve heard from you. Instead, simply say you have found an opportunity that offers you more personal challenge and growth opportunities - or that you simply have been offered an opportunity that you cannot pass up.

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Chapter Four Handling Counteroffers

A counteroffer can be defined as any inducement - concrete or implied - from a current employer aimed at convincing you to stay after you have announced an intent to leave. Webster’s Dictionary defines counter as a verb meaning “to meet attacks or arguments with defensive or retaliatory steps - to off-set or nullify.” The word “defensive” in the above definition seems to best describe the whole concept of counteroffers. In effect, these are short term strategies taken by an employer when their back is against the wall.

The cardinal rule is that good employers never make counteroffers; and smart employees never entertain them. The reasons for this include:

1. Most good employers adopt the attitude that achievers are entitled to reach for “the brass ring” and to better themselves. While they realize that losing any good employee represents a loss of investment in time and training, they also know that they have received more than their money’s worth from good employees.

2. Regardless of what you may be told by the employer, anyone who resigns but is retained by a counteroffer is always considered a security risk. Having once demonstrated a perceived lack of loyalty (for whatever reason) you lose your status as a “team player” and your place in the inner circle will always be in question.

3. Any situation in which an employee is forced to get an outside offer before the present employer will suggest a raise, promotion or better working conditions is highly suspect. Counteroffers are only made in response to a threat to quit. Will you have to solicit an offer and threaten to quit every time you deserve better treatment?

4. Counteroffers are usually nothing more than stall devices to give your employer time to replace you or make a transition on their timetable.

5. Decent and well-managed companies don’t make counteroffers - EVER! Their policies are fair and equitable and they will not be subjected to blackmail simply to keep one employee.

It is important at this point to remind yourself of your original reasons for making a job change. Chances are they still exist and you need to stay focused on those motivators in light of these interferences. Even though all employers know that counteroffers are risky business at best, there are some firms who will give in to the temptation - particularly if they genuinely had plans for you at higher levels in the organization. While their logic sounds good, statistics prove that the practice is faulty. Let me cite a couple of examples:

· A Boyden International study published in the CPA Client Bulletin of September, 1988, tracked some 450 managers who had changed jobs during the previous three years. Of the 450, 39 had received counteroffers from their current employers and 27 had accepted those counteroffers. Eighteen months later, only 2 of the 27 were still with their original employer - 25 having either quit or been fired during the proceeding eighteen months. Boyden’s conclusion, in a nutshell, was that these employers had all felt somewhat blackmailed by this threat to quit and had laid plans to make an organizational change at a more advantageous time.

· Paul Hawkinson wrote in the National Employment Business Weekly in December of 1983 that “during the past ten years, I have seen only isolated instances in which an accepted counteroffer has been to the benefit of the employee or the employer.” This conclusion was arrived at following extensive interviews both with employers and employees who had accepted counteroffers over a ten year period.

Since the evidence clearly indicates that counteroffers almost always spell trouble for both parties, it is best to prevent any situation from developing that encourages such activity. No one is comfortable in counteroffer situations and the facts are that it’s a no-win situation long-term for either party.

If a counteroffer situation does develop, you need to take command immediately. If you hear anything that remotely sounds like a counteroffer, simply put up your hands in the universal “stop” signal and say “I didn’t come in here to blackmail you, I’ve simply been presented an opportunity I can’t pass up.” A good follow-up tactic to add finality is to ask if there is anything you can do during the transition to make things easier. This sends the message that your mind is made up and while you are anxious to handle things in a professional manner, you are clearly looking forward to your new position. Given this scenario, even the most persistent employer knows they are fighting a losing battle and will settle for making the transition as friendly and graceful as possible for all concerned. After all, how employers handle resignations has an effect on their reputation as an employer as well.

Sometimes counteroffers are disguised in terms of meetings with your boss’ superior, the company president or some other high ranking executive. It is also not uncommon for counteroffers to occur during an exit interview. Usually the timing of these meetings is more strategic than accidental. An employer will usually huddle well in advance of a meeting in an effort to evaluate their timetable and options for replacing you - as well as put together “a party line” that everyone can use in one fashion or another. Usually the meeting will take place near the end of your notice period with the hope of playing on any remorse you may feel about leaving associates and friends. Typical comments you may hear leading up to a counteroffer include:

· “I am really shocked. I thought you were as happy with us as we are with you. Let’s discuss this before you make your final decision.”

· “Aw gee, I’ve been meaning to tell you about the great plans we have for you, but it has been confidential up until now.”

· “The VP has you in mind for some exciting new responsibilities.”
· “Your raise was scheduled to go into effect next quarter but we’ll make it effective immediately.”

Meetings of this sort are heady stuff and I have seen more than one impressionable employee make the mistake of forsaking a concrete opportunity with a new employer because of vague promises at his current one. Good bosses know that by pushing the right buttons they can sometimes reverse emotionally charged decisions that were made logically and sometimes they will do so for their own personal interests. After all, your supervisor probably has some of the following thoughts when someone quits:

· “This couldn’t be happening at a worse time.”
· “This is one of my best people. If I let him quit now, it will wreak havoc on the department.”
· “I’ve already got one opening in my department. I don’t need another one right now.” · “This will probably screw up the entire vacation schedule.”
· “I’m working as hard as I can and I don’t need to do this work too.”
· “If I lose another good employee, the company might decide to ‘lose me’ also.”
· “My review is coming up and this will make me look bad.”
· “Maybe I can keep him on until I can find a suitable replacement.”

Regardless of what takes place between you and your current employer, it is never advisable to let your new employer know that you have even been involved in discussing a counteroffer. This type of information may well shake the confidence of your new employer in your commitment and career direction. If they know that you are seriously entertaining this type of discussion, it will lead to genuine concerns as to their ability to keep you satisfied and your level of loyalty. Obviously, your word is your bond, and an acceptance - written or verbal - is your personal guarantee that you have accepted their offer of employment in good faith and plan to live up to that commitment. Anything less is unethical.

You should also be aware of a strange phenomena that I will term “The Halo Effect”. It usually takes the form of an unexpected raise, a promotion or a “pat on the back” that suddenly occurs in the midst of your search. Why does this happen so coincidentally when you are actively seeking employment elsewhere? Sometimes a current employer accidentally finds out that you are interviewing perceptive employers (especially those who know they have personnel problems) learn to look for patterns in phone calls, vacation days and the willingness to fight for change within the organization.

The more likely scenario, however, is that because of your decision to search for new employment, you have changed. The very decision to leave an unhappy situation leads to a feeling of relief that changes your attitude toward your boss, your co-workers and your current environment. Because you are no longer facing the depressing prospects of a dead-end situation, you may very well take on a new energy level and look forward to the promise of a brighter future. In other words, frowns turn to smiles not because of what has happened in your environment but because of your attitude. Often, this positive attitude is further enhanced by your visit to employers who do offer a more challenging or rewarding environment. In addition, as you go through the search process you usually perform at your best simply because you know you have to be in top form in order to land the job you really want.

Even the most inattentive employer will sometimes notice those changes in your attitude and recognize your performance in some fashion. However, don’t be distracted from your mission. Ask yourself, did the employer really change or did your attitude toward them simply change? If so, take that new energy and enthusiasm to a new environment where you can nurture it and thereby become an even more valuable employee. The odds are that you will grow more rapidly in a different set of circumstances than you would by constantly having to “pump yourself up” about a situation that did not fundamentally improve.

Let’s now turn our attention toward how to handle your final two weeks as you work out your notice.

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Chapter Five Working Your Notice

Working out your notice should mean just that. It is more than just putting in your time: it is making the most productive use of this interim period to finalize details of your current employment and prepare for your new situation. I cannot emphasize enough the importance of “performing” these last two weeks on the job. It is a mistake to become mentally unemployed during this period because your attitude during this period will determine how pleasant these two weeks will be. Being cooperative in training your successors and wrapping up projects will ease tension during this period and will help the time pass more quickly.

There are three categories of activities that you will need to address during this period. They are:

1. Your current employer’s business.
2. Your new employer’s business.
3. Your personal business.

Handling Your Current Employer’s Business

We addressed some of the issues that need to be handled with your current employer in the section on exit interviews. These include insurance coverage, “out processing” activities, etc. You should also request a meeting with your supervisor early in your notice period to ask what major projects he or she would like you to complete prior to your departure. If there is someone to be trained, it is good to make contact with that person immediately and schedule time together so that this does not become a last minute issue. Be sure that all your records are in order to leave a clear paper trail for anyone who might follow you. You might even offer to provide your successor with your new phone number and express a willingness to help them clarify any issues that might arise after you depart.

If you are leaving on friendly terms, obviously there will be a time for social activities such as “going-away lunches”. You should enjoy these get-togethers, but your daily activity should pretty much mirror your normal schedule. Maintaining your normal routine during these final days and attending to details in a professional manner will go a long way toward soothing any hurt feelings that your current employer might have.

Handling Your New Employer’s Business

There are a number of things that you can do to insure that your relationship with your new employer starts out on the right foot. Most offers of employment are contingent upon successful completion of a physical. Normally this will be done before your formal acceptance, but some companies simply ask you to take a physical prior to your reporting date. In this case, you should immediately schedule an appointment with a doctor or clinic as soon as the necessary paperwork is received from your new employer.

Offers are often contingent upon receipt of an official college transcript and it is your responsibility to get this documentation to your employer prior to your reporting date. This, too, can be done during this period.

While I do not advocate starting any projects for your new employer during your notice period, this serves as an excellent time to review product catalogs, company history and other general information about the new employer. Requesting this kind of information from your new supervisor is a nice touch that tells him you are interested and enthused about your new assignment.

After the initial offer and acceptance, there is often somewhat of an awkward period in your relationship with your new employer. The new employer will usually initiate one or two contacts during this period just to “touch base”; but there is certainly nothing wrong with your calling to discuss issues such as:
· where and when to report to work
· travel arrangements for “reporting in”
· making arrangements for mover estimates, pack and load dates, etc.

This type of contact with the new employer sends the message that you are anxious to get to work and handle things in a professional manner. It also has an interesting side effect of calming any second thoughts you may have about your decision.

“Buyer’s remorse” is a very real phenomena that exists in employment decisions just as much as it does in the decision to buy a new car. Maintaining some contact during this two week period is very helpful in reassuring yourself that you have made a good decision. Of course, we will be in contact with you during this period and you should use us as a resource or communication link with the new employer.

Summary

Obviously, it is impossible for us to address all of the issues involved from the acceptance of an offer to your new report date. Everyone’s personal and professional situation is different, and we only hope to provide some suggestions and guidance. There is no correct way of handling all the things that might arise during this period, but there are clearly some “do’s” and “do-not’s”.

Remember that we are always available, as is your new employer, to answer any questions we can and to provide moral support during this difficult period. I think you’ll find that it can be a rewarding step in your career and we hope this information helps you look back on this transition period as a positive experience in years to come.

The previous information, was prepared by one of our associates, Jim Beelaert, and is being shared with you in the hopes that we can make a positive contribution during this, a very exciting and yet stressful time in your life. We thank you for allowing us to be involved!

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