What to Do When

[DelZane]

I believe the first step is to assess the situation calmly. If a competitor has offered him a better job, you need to evaluate whether it's a genuine improvement or just a tactic. From my experience, many companies make counter-offers, but they often don't work long-term. According to a 2025 LinkedIn survey, 50% of employees who accept a counter-offer leave within 12 months. Let me break it| Factor | Employees Who Accept Counter-Offer | Employees Who Move to New Job | |--------|-----------------------------------|-------------------------------| | Retention after 1 year | 50% | 80% | | Salary increase satisfaction | 40% | 70% | | Career growth satisfaction | 30% | 65% |

The key question is: does the new role offer better alignment with his long-term goals? If the answer is yes, then a counter-offer is often just a band-aid. I’ve seen hiring managers panic and throw money at someone, only to lose them six months later because the core issues—like culture, autonomy, or development—were never addressed. Instead, have an honest conversation. Ask what he values most. If it’s purely compensation, a counter-offer might work. But if it’s about growth or leadership, then let him go gracefully. Retaining someone who is already checked out hurts team morale. A better approach is to use this as a feedback loop: why did he consider leaving? Fix the underlying problem for future hires.

[StRebecca]

I received a better offer last month, and honestly, it felt like a huge win. But I had to think about my current team and the projects I’d committed to. I decided to talk to my manager first. They matched the offer, but I still left because the new role had more growth potential. Money isn’t everything—sometimes a better job means better opportunities to learn.

[VanZane]

I told my friend to not jump at the first offer. A better job might mean more money, but also more stress. He should compare benefits, culture, and commute. I’ve seen people regret leaving a good environment for a few extra dollars. In his case, the competitor offered a 20% raise, but the hours were longer. That trade-off isn’t always worth it.

[SanHazel]

As someone who handles compensation, I recommend companies have a clear retention policy. If a top performer gets a better offer, we should be ready to counter with a realistic growth plan. Data shows that personalized retention efforts—like mentorship or flexible hours—are more effective than just matching salary. In my experience, 70% of employees who stay after a targeted retention plan report higher engagement within six months.

[LenaAnn]

I advise clients to use a competing offer as leverage, but not to burn bridges. If they have offered him a better job, he should negotiate respectfully. The key is to know his worth. He can ask for a match, but also consider non-monetary perks like flexible hours or professional development budgets. I’ve seen people successfully negotiate a better title or remote option without accepting the offer outright.