This stage in the job search process can be more stressful than the job search, resume submission and interview components. This is the stage where your decision will result in long term consequences that you will have to commit to. Here are some suggestions to consider before you get to this critical stage:

Be honest with yourself as to why you started this process in the first place.
As a recruiter, I preferred working with candidates who were longing for a better opportunity, not getting out of a negative situation. Have you reviewed all of your options or responses if or when you get an offer? If compensation is your primary reason, do you have quantitative, logical comparisons? Recruiters hate “tire kickers” or people who go to the highest bidder.

Have you developed a method of asking for the offer in writing if that is not standard procedure for that company?
This is your “insurance policy” that confirms everything that they’ve told you. If it’s not in writing, it didn’t happen. Again, as a recruiter, I always told my candidate to get the written offer, review it, clarify any areas that weren’t clear (in writing) and be in agreement of the offer before resigning their current position.

Do you understand the company’s mission statement and vision plus agree with it?
You can not feel comfortable or have complete commitment to ideologies or direction that you don’t agree with. Continual clash with management decisions will set you up for a short tenure with an employer.

Have you asked enough questions in the interview?
Hopefully you prepared well thought out questions and asked enough people these questions to fully understand what it will be like doing the job; not just getting the job. Staff turnover questions should include not only this position (unless it’s a newly created one), but also department and company turnover. Newly created positions necessitate an entirely new set of questions. History and past behaviors will not be applicable in this situation.

Are everyone’s expectations realistic?
Everyone includes your prospective employer, you, and anyone that you have a close personal relationship with. As I mentioned in earlier writings, look for a company that has problems you can solve. Do not look for a “problem company.” You alone can not rescue a troubled organization.

Will this move meet your long term goals?
Changing jobs is not to be considered in random fashion. Your decisions should be well planned to meet an ultimate goal. Interruptions or changes will occur naturally, don’t set up any more unnecessary steps in the journey.

Have you settled the salary issue before this stage?
Is everyone on the same page and realistic? Have you made a commitment in case this is a lateral move or even potentially a downward financial move? The downward financial move should be avoided whenever possible. However, better benefits or lower cost of living due to area considerations can offset the salary issue. Going through a third party recruiter should avoid surprises at this level. Often times, it is up to the candidate to find the compensation parameters early in the process.

Compensation aside, is this an upward, lateral or downward move career wise?
Lateral moves are often a wise direction, but downward career moves must be avoided. This direction can make it more difficult to move up in your path later.

Circumstances vary as to why people change jobs. Remember, changing jobs does not always mean changing companies. These guidelines must be used for internal moves. Whether the job change is internal or external, your choices will impact the future. As you look at the new opportunity determine these critical issues:

1. What can I learn from this company/manager/project?
   
2. Can I see myself working here?
   
3. Will this new company/manager fully use what I bring to the position?
   
4. Am I making this move for the right reason(s)?
   
5. Have I planned my resignation from my current company/job?
   
6. I have determined my bottom line offer and am willing to say no to a poor or inadequate offer.

Have everything planned out in advance. Have your contingency plan (plan B) as a viable option also. Backups may be necessary. When you’re dealing with people, change is inevitable, so be able to recuperate and keep the process flowing. Good process flow can include when to stop the process. You don’t want to waste anyone’s time and resources for something that’s not meant to be. In the world of recruiting, we have a saying, “If it’s meant to be, it will happen.” If you feel that it isn’t meant to be, you can not force it; some one will not be happy with the outcome.