Archive | July, 2016


Stuart James takes us around the RMI Academy of Automotive Skills in Warwickshire


It’s been three months since the ribbon-cutting scissors were put to use at the RMI’s new Academy of Automotive skills. We were keen to pay the centre a visit to find out more about the training provided to technicians with particular attention to the new MOT tester- training and qualification set to go ‘live’ in September.

Upon arrival at the Warwickshire-based facility, you couldn’t help but take in the scenic views and fresh country air (which is another way of saying that the building is in a field – Ed) We were greeted by IGA Director Stuart James, and IGA’s Head of Member Services Terry Gibson, who set up the centre. James explained: “As a not-for- profit trade association, we set this up to support the RMI network and the entire motoring industry”. James added: “We built this centre in under three months and it was fantastic to see so many from the industry coming together to support us”.

Prior to opening the IGA ran three test pilots for the MOT Tester, Management and Motorcycle courses. “During the pilot it was all about testing out the qualification and we were pleased with how well it went when the DVSA were sitting in”, said James. “As soon as those courses finished, we have continued to run the new MOT tester course from June however, the qualification isn’t live until September so we’re very fortunate to be running it now”.

Former farm building is outstanding in its field

Former farm building is outstanding in its field

All the hard work has paid off with the Warwickshire facility comprising two classrooms and an upstairs computer room for delegates to sit the final online assessment. However, the core of the facility is a large mock workshop, arranged with several MOT testing bays for all classes of light vehicle, including motorcycle, passenger car and light van. It’s hard to believe that just a few months ago this was home to a number of farmyard animals as now the centre gleams with Sun, John Bean and Hofman lifts as well as a CCD wheel aligner. As the training facility has been set up with DVSA all of the necessary floor markings etc are in place and Gibson noted that it would only take the addition of a viewing area to make it like a real test centre.

Of course, a test facility is no use, so a number of vehicles have been bought in. There are seven in total and on our visit we spotted a Toyota Avensis, a rather rusty Fiesta (which is used for demonstrating corrosion checks according to Gibson) and a large old motorbike. Additionally, a van belonging to the association is used for class VII tests.

With the academy geared up and ready to go, James provided a rundown of the latest MOT tester course: “Delegates on the course are required to do 28 guided learning hours in three days which consists of eight hours practical and the rest is classroom and theory”, James explained. “After completing the three days training and online assessment, technicians will then undertake a 11⁄2-2 hour practical MOT test at their workshop. The DVSA will sit in on the assessment and do a DV8 for the final sign off”. The added benefit of taking the fourth assessment day in the workplace has helped reduce downtime for technicians and restore that extra confidence of finishing the final exam under the supervision of an RMI staff member.

The facility consists of 14 field team staff that is responsible for running classes of nine delegates at a time while accompanying them on the final MOT practical test. James commented: “We’ve currently got 14 field staff that are involved in MOT and that number has gone up considerably. They’re in here on the days they need to be here because we didn’t know what volume we were going to have, but it turns out delegates are coming in thick and fast”. The RMI currently run up to two MOT courses each week with plans to expand this to three courses once the final procedures are put into action. James elaborated: “We could be doing two tester courses plus a managers course simultaneously, but once we get our processes fully embedded we will be running up to three MOT courses a week”.

MOT area has the latest kit

MOT area has the latest kit

On the topic of expansion, James and Gibson have been scouting up and down the country for potential new facilities. So far, there’s talk of opening academies in south Manchester and the Basingstoke, Reading and Maidenhead areas. This will also be open to RMI members and the trade who are looking to progress and take their careers to the next level. “We have already communicated with MOT stations and sent a letter out to 20,000 garages to let them know what we’re doing at the academy” said James: “We will position ourselves to support the trade wherever it’s needed and if we need five centres we will build another five centres”.

Gibson noted that the IGA will also continue to deliver the mandatory annual training for MOT across a number of events later this year. According to recent legislation, it’s now compulsory for MOT testers to undergo three hours of MOT tester training each year that is CPD accredited. “We carried out our latest annual communications event in June by putting on an annual training event at a rugby club in Bristol” Gibson concluded: “Garages could come along for a three hour training session to complete their mandatory training and after that they would undertake an online assessment, supplied by one of the three awarding bodies for MOT training. We have got to continue with the delivery because we’re in the early stages of delivering MOT training which is our absolute focus at the moment”.

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JAGUAR XF (2007-2015)


Launched in 2007, the Jaguar XF was a replacement for the elderly S-type. While the
styling divided critics no-one could accuse JLR of producing another retro pastiche vehicle – indeed the car was all about modernism.

In 2008 JLR was bought out by Indian conglomerate Tata Steel Industries. a move which many commentators were sceptical about at the time, but now agree it was one of the best things to have ever happened to the company in terms of design and build quality. The result of this is that the 2007-2015 XF is a popular car in the trade, with values remaining steady after the initial drop-off.

TPMS sensors are prone to corroding and producing the MOT-failing problem of putting the light on. A lot of these cars were ordered with the 20” wheel and low-profile tyre package. These look cool, but do little to improve the ride and the rims often come into the trade with damage that goes beyond just scuffs. It’s a powerful car, so you might expect it to run brake pads relatively quickly, although there are reports that it uses rear pads faster than you might imagine.

On XJR and XFRS models there is a possibility that the rear toe linkage could have separated from the subframe if the vehicle has been particularly harshly driven. Other than this, all the usual suspension checks apply.

All diesels that don’t go on regular runs can suffer from blocked DPFs, though a search of forums including Pistonheads suggests that this range suffers more than most. A few people have reported cracked DPFs – presumably as a result of forced regeneration.

Diesel is most common power unit on UK cars

Diesel is most common power unit on UK cars

The 2.7 diesel is the only engine in the range to use a cam belt – and JLR recommends replacing it at an optimistic 112,000 miles or 10 years. As always, these numbers should be treated as an absolute maximum. The diesel engine was popular through the XFs run as it was reasonably economical compared with the petrol versions and sat in a low tax group (a situation that is likely to change in the coming years). Cambiare say that technicians investigating a hesitation, or stalling as the engine returns to idle, should bear in mind that the engine oil temperature sensor on these cars relays data to the engine ECU. This is used to determine the viscosity of the engine oil and control the operation of the variable valve solenoid. A failing temperature sensor could cause the valve timing adjustment to be set incorrectly, effecting running. A fault code of P0197 may be recovered.

Owners have reported problems with both Camshaft sensors on some of the petrol engines. Cambiare explains that it would be unusual for two sensors to fail at the same time, so the cause of the problem is likely to be the shared earth via the ECU. Technicians should check continuity of the wire, often Green/Black in colour, before replacing the sensors unnecessarily. Fault codes P1174, P1175 and or P1176 may be present. Fault codes P1106 and P1107 may direct a technician towards replacing the MAP sensor. However, these codes can also refer to the charging reference from the alternator being out of range and require the battery status monitoring software resetting.

Cambiare mentions that brake lights may sometimes fail to illuminate when the brake pedal is depressed after a battery replacement. Technicians should be aware that suspected brake light switch failure could also be linked to the battery power management system not being re-programmed when the battery was replaced. It advises that this should be investigated before a new brake light switch is fitted.

Relatively common faults identified by TecRMI, (the technical service and repair arm of the TecAlliance Group) include the engine dying and a short circuit with a subsequent fire risk. The first cause, which generally affects vehicles manufactured between November 2012 and May 2013 is due to the fuel pump stopping and therefore cutting the supply of fuel and is the result of a problem with the cable harness, which will need to be replaced. The second, which generally affects vehicles manufactured between September 2012 and March 2013, is also wiring related and is caused by the wiring harness being damaged through chafing against adjacent components and requires the installation of protective covers.

Leather is the only seat covering offered, which is tough for anyone who is repulsed by the idea of sitting on animal hide. This is unusual for Jaguar, as its models have usually been offered with an option of cloth. Generally the interior is good and hardwearing, although the touchscreen infotainment system feels a little dated now and the modules are expensive to replace when they go wrong. Depending on spec, you may find that vehicles come with heated or cooled seats and some models are specified with a Bowers and Wilkins or Meridian sounds system. Note that these vehicles use the fibre-optic MOST network. Don’t try to splice extra equipment into the loom – it won’t work and the car may refuse to start. Some owners report problems with touchscreens freezing – which is perhaps to be expected. However, some other electrical niggles such as ‘boot open’ light remaining on, could take ages to diagnose and fix – or they will result in an unhappy customer returning the car. The clock apparently runs a little slow and loses a minute every couple of months – though there’s not much you can do about this!

Cluster fault prompted recall

Cluster fault prompted recall

The XF has had more than its fair share of recalls. DVSA first recalled this car in 2008 for rear seatbelt problems. Since then it has had recalls for instrument cluster warning speaker faults, various recalls relating to fuel starvation and fuel leaks as well as power steering failures. These steering failures are down to pin holes appearing from corroded pipes with the resultant loss of hydraulic fluid. DVSA notes that this fluid leaking poses a fire risk. A further recall was announced to sort an engine-cut out issue relating to the charge air cooler hoses and resonator on some models built between July 2012 and September 2013. There was a production issue, which means they can leak leading to a risk of stalling. Most recently, in June 2016 the factory issues a further recall over an engine cut-out issue relating to sudden in-tank fuel pump failure.

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Adam Bernstein – Deductions are a legal minefield – so tread carefully if you need to make them

ADAM BERNSTEIN is a freelance business writer specialising in management, marketing and the law

is a freelance business writer specialising in management, marketing and the law

The expectation that someone will be paid in exchange for working for their employer is obvious. But what happens when an employer needs to withhold pay or temporarily reduce an employee’s rate of pay? The answer depends on the type of deduction and what both the law and contract say. Employers that fail to make deductions carefully may find themselves before a tribunal defending an expensive illegal deduction from pay claim.

Mark Stevens, an employment lawyer at Veale Wasbrough Vizards, says that the starting point for any discussion is to look at what makes up someone’s wages and that the law defines it as any sum payable to the worker in connection with their employment. This includes non- contractual bonuses, commission and statutory sick pay.

However, pension contributions, expenses and a loan to an employee are not considered wages – although a failure to provide these benefits when contractually obliged to may lead to the employee bringing a breach of
contract claim.

Unequivocally, Stevens says that it is unlawful for an employer to make any deduction from a worker’s wages “unless the deduction is required or authorised by legislation; or the worker has already given written consent to the deduction being made.”


Using the definitions above, Stevens says it’s clear that an employer can lawfully make deductions from wages in accordance with a statutory requirement to deduct and pay sums over to a public authority, such as to HMRC via the
PAYE system.

But he adds two more causes for a deduction – where they are necessary to right a mistake following an ‘error of computation’, for example, where an automated pay roll system makes an error. There are also exceptions in the legislation which allow a firm to make deductions in very specific circumstances, such as an overpayment of wages and expenses incurred by the worker.

Most importantly, from an employer’s point of view at least, Stevens says the law notes a deduction will not be unlawful if it has been “required or authorised to be made by virtue of… a relevant provision of the worker’s contract” or if “the worker has previously signified in writing his agreement or consent to the making of the deduction”. From Steven’s perspective, an employer wishing to make a deduction must check the contract before making any proposed deduction. He advises: “If the contract says nothing about making deductions from wages, then an employer will need to obtain prior written agreement from the employee to make the necessary deduction.”

Where the employee has not given written consent, whether in the contract of employment or otherwise, an employer should take care to avoid making deductions. Why? Because non-payment of a worker’s wage on any one occasion will be classed as deduction. Interestingly, a deduction can also arise from a late payment rather than no or a short payment.

It’s worth noting that an unlawful deduction could follow if an employer reduces one element of a wage but increases another element, leaving no overall reduction in pay. “This principle was considered in the 2002 case of Pendragon plc v Nota,” says Stevens, adding: “The worker was not paid £72.50 in overtime payment, but his pay for his contracted hours was increased. The Employment Appeal Tribunal held that each element of wages was isolated and the worker had suffered an unlawful deduction as a result.”

So what happens when employers get it wrong? In simple terms Stevens says it can lead to the employee bringing claims for breach of contract, constructive unfair dismissal, or a claim for recovery of the money that they are owed as an unlawful deduction of wages. The remedies an employment tribunal may award to a worker for unlawful deduction of wages include a declaration that the firm has made an unlawful deduction and an order to the employer to pay the sums deducted. (The worker must bring the claim within three months of the deduction, or the final deduction in a series of deductions.)

However, Stevens reports that since the introduction of employment tribunal fees in 2013, claims for unpaid wages have become less frequent since in many cases, the fee could be more than the amount in dispute. “Nevertheless,” he says, “firms should be aware of their obligation to pay wages in accordance with the contract as a disregard for paying wages correctly is very likely to lead to the employee resigning and claiming constructive dismissal.” He suggests that those that might need it should ensure that contracts include a provision to allow for appropriate deduction of wages if required.

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‘Single aftermarket structure’ completes plan. TRW to remain as a product brand

ZF CEO Stefan Sommer

ZF CEO Stefan Sommer

Following the acquisition of TRW last year, ZF Friedrichshafen AG (ZF) has announced plans to integrate both companies.

The exact details, which will include the brand portfolio structure will be announced at the Automechanika show in Frankfurt in September.

While the current information is vague, ZF have confirmed that the TRW name ‘will be retained as a product brand’ and will sit alongside Sachs, Lemförder, Boge and Openmatics. The firm says that the new structure will make ZF the second largest service organisation in car parts supply.

“Our aftermarket business partners will now benefit from this successful integration,” said ZF CEO Stefan
Sommer, who confirmed that sales and purchasing on the OE side had already been integrated. “With its aftermarket activities, ZF ensures that its products perform powerful and reliable throughout their entire life cycle and a professional diagnosis and repair with original equipment spare parts is provided in the workshops. It is important to us to speak with one voice in this segment and to ensure that our products and services are available in all
markets worldwide.”

ZF acquired TRW Automotive on May 15, 2015 and the new single aftermarket structure will take effect from January 1, 2017. The new structure and the management team will be headed by Helmut Ernst and Neil Fryer.

In other TRW news, the firm’s single shock absorber range will now be stocked by Andrew Page. Stephen Willis, a Manager at TRW said: “TRW has been working with Andrew Page for a number of years now, and this relationship helped us bring our TRW single shock absorber range to market”.

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zafirefiresTwo senior employees of General Motors have faced a Commons Select Committee over the infamous Vauxhall Zafira fires and the causes as well as the firm’s response to them.

Charles J Klein, an Engineering Director at GM and Peter Hope, Vauxhall’s Customer Experience Director fielded questions from a hostile panel. When being probed on the cause of the fires, Hope said that isolated incidents had been reported as far back as 2009, but it was in 2014 when a spate of fires happened and a pattern emerged. When pushed on the cause of the fires, Hope said: “We investigated a situation where the thermal fuse had been manipulated in a way that it could present a fire risk. The components had been manipulated because when the fuse was repaired and not replaced it represented a fire risk. Without the repair, we were unable to get temperatures over 100 degrees – not hot enough to cause a fire”.

He added: “The manipulated fuses are likely from the ‘outside’ automotive service industry. I would say that the fuse is not meant to be repaired”. However, the politicians were not impressed with this explanation. Committee Chair Louise Ellman MP found it ‘incredulous’ that Vauxhall had not attempted to find out where these supposed ‘manipulations’ were performed. “It seems odd. You are so convinced that this is the cause of 300 fires, but you haven’t been able to find any garage that has done it?” she asked.

Klein admitted that a ‘second root cause’ was identified when cars that had already been through the first recall continued to catch fire. However, the explanation cut no ice with Stewart Malcolm McDonald MP who said: “I feel you have led the committee a merry dance. At first you said there were up to 300 road mechanics that had manipulated the fuse, and then when pushed you said that there may be a fault with the vehicle. Which one is it?” On this, Hope could only repeat the statement that ‘two root causes had been identified’.

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Poor quality reman still available say FDS

Poor quality reman still available say FDS

A remanufacturer has hit out over a lack of defined specs from OEs, resulting in mixed quality between reman suppliers.

“The root cause of the problem is the lack of universal build specifications from the OE manufacturers,” said Steve Smith, Managing Director of remanufacturer Feather Diesel Services (FDS). “They don’t define what should be done when their products are remanufactured, and the market can fall into the trap of assuming it’s all the same.

“It’s just easier for people to look at a price, rather than the processes involved in top-quality remanufacturing.”

FDS have identified four key areas where it believes costs are being cut in diesel remanufacturing. These are first, not replacing some components, secondly, not cleaning properly, thirdly, not testing and fourthly, through use of non- genuine components. All of these directly impact quality and reliability.

Smith cited an example of a poorly remanufactured pump that was available to purchase in the UK, but the most expensive part of the pump known as the ZME valve had not been replaced.

* Read the diesel system feature in CAT next month.

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CEO of Halfords Jill McDonald

There are mixed results for big-box retailer Halfords as it announced a small overall rise in sales across it’s accessories, consumables and technology and another small rise in servicing and parts, but a decline in cycling revenue.

Most of the rise is due to a swell in sales of child seats, which enjoyed double-digit YOY growth. Car accessories overall rose by 4.4 percent, although ‘enhancement’ products such as sat-navs fell, although this was offset by a rise in dashcam sales.

The wet first half of the year also contributed to a 2.3 percent YOY rise in wiper and bulb sales. Perhaps surprisingly given the mild conditions, the group also posted steady results from battery sales.

However, the performance of car accessories couldn’t hide the fact that sales of bikes and related parts were down. Bikes make up around a third of Halfords’ total revenue and the company blamed the wet weather for a drop in sales. “Casual cyclist don’t like the wet weather, and there is not a lot we can do about that” CEO Jill McDonald was quoted as saying by the Daily Telegraph. The company plans to give bikes a shot in the arm with a 20 percent discount in August and new ranges branded by Olympians Laura Trott and Bradley Wiggins.

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GAU parent reveals UK buying spree, while AP rebrands Solid Auto branch


New Andrew Page branch

GROUPAUTO’s parent company Alliance Automotive Group (AAG) has taken over seven UK motor factors over the first half of 2016.

Notable acquisitions include Luton Motor Factors and five-strong CV factor chain HS Astec.

The turnover of the UK branches total more than £26m and are part of the group’s strategy of buying sole traders and small chains across Europe. As reported in the magazine last month, the group recently acquired the nine-branch Busch chain in Germany and it has also bought six businesses this year in France including Electro Diesel Services and Auto Omnia Industries.


AAGs UK acquisitions

Despite having acquired 14 companies operating over 42 sites, the firm has issued no comment on the matter aside from an information bulletin for stakeholders.

Meanwhile, Andrew Page has rebranded Solid Auto, its most recent acquisition, as an Andrew Page branch. The 17,000sq ft site will serve as a ‘hub’ branch and improve the firm’s stock handling capabilities in the South East and South West regions of England as well as reaching customers in Wales.

“The Midlands is a key region for us both in terms of its location from a logistics perspective, as well as the opportunities it brings in reaching additional customers,” said Mark Saunders, Andrew Page Chief Executive. “This site will also help us to expand our operations into Wales, where we are looking to grow further after opening our Cardiff site last year.”

Earlier in the year, Saunders told CAT that Page was still actively seeking businesses
to acquire.

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Kamran Saleem shows us around one of the most modern garages in Solihull


MOT bay has new kit

Long-term readers of the magazine might remember a report on a venture known as iAuto. Launched in 2012, the owner (who came from outside the motor trade) thought it would be reasonably straightforward to establish a modern garage in Coventry specialising in German marques. Once this was done, a key point of the business plan was to expand through selling franchises.

On paper, this sounded like a wonderful idea. A plan was formed to open several garages in the Midlands and London in the first year with ‘dozens more’ set to open the following year. The first franchise opened in Solihull in a bright, modern workshop lead by a team, spearheaded by Kamran Saleem. Saleem had a motor industry background, having previously worked in PCP and car sales, but it was quickly clear that getting a franchise up and running was never going to be quite the turnkey operation the founders envisaged.

“Because we were the first franchise things weren’t ready in terms of market roll out at the time” explained Saleem. “We opened in January 2014 and there were two other [branches planned to open] in Croydon and Guildford”.

“For various reasons, they didn’t open as quickly as anticipated and those branches not being open affected the amount of cashflow coming back into the business”. Saleem and his team had made an investment of around £400,000 into the business.“That money had got ties and had returns that needed to be made on it, so we needed to accelerate faster than iAuto could provide at the time” he said. “So in December 2014 we decided to part company”.

Out of necessity, the newly independent garage was rebranded Motor Serv,but the involvement with iAuto hadn’t quite finished as Saleem’s team were offered the chance to buy the flagship Coventry branch, partly to free up finances for the franchise and partly because the owner realised that the day to day frustrations of running a garage get in the way of setting up a franchise model.



After doing a market study, Saleem found that many of the existing customers of the Coventry branch were willing to travel to the larger and newer Solihull branch. The staff were offered transfers, which suited the majority as the facility is larger and newer than Coventry.

Saleem’s next issue is common to many new businesses, namely how to build a customer database from scratch. First of all, a good amount of marketing was done, online, through leaf lets and in the local press. More recently a sales team has been recruited to get on the road encouraging businesses that might have multiple vehicles to give Motor Serv a try.

The next challenge is to keep getting repeat business from these customers. For this, a servicing plan has been introduced, with a number of added extras. “We’ll say to the customers when they pick their vehicles up something along the lines of ‘It was an interim service today, but the next one will be a full service. We can offer you our Gold servicing plan, which is the cost of your next service divided over twelve months – and as a Gold member you get all the following services for free” said Saleem, pointing to quite a long list highlighting benefits, which includes the MOT test, any regular bulbs and wheel alignment among other points such as thirty minutes of diagnostic time and an A/C system check.

Some team members joined from the former iAuto Coventry brand

Some team members joined from the former iAuto Coventry brand

“It’s like a gym membership. We want to create a ‘lock-in’ effect for anyone who brings his or her car along to us. When people come over here, their reaction is ‘ah, it’s massive and I didn’t even know it was here.’ Once we’ve managed to entice people here, we want them to come back” he says.

Of course, another important part of getting people to come back is making sure their vehicle has been properly repaired. To this end, Motor Serv has a head start as the technicians are all experienced and the equipment and facilities are relatively new. However, Saleem has found that investment in front-of-house staff who can resolve customer problems before they become serious issues is a boon.

The commitment has already paid off as the firm recently won a local award for customer service – not bad for a relatively new company. We look forward to seeing how the business develops in years to come.

Front with Golf - LArge


SIZE: 10,000 sq ft
VAG Group vehicles
TECHNICIANS: 5 (plus two support)

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Pri Chauhan – When you quit, expect a leaving card, cakes…and possibly a counter offer. But can you have your cake and eat it?


When you decide to leave the company you work for, you should expect two things:

A) A massive goodbye cake (probably bought from the local supermarket with petty cash).

B) A counter offer to try and keep you in the business.

If you accept a counter offer, you probably won’t get the cake, but it’s common to receive a counter offer either at the time you hand in your notice or during the notice period itself.

The question is, what does that mean for your decision to leave… and should it stop you from moving on?

You should think very carefully and be sure you have considered all your options. (Unless you are leaving to become an F1 Driver, in which case absolutely nothing should stand in your way). When it comes down to it, only you can make this choice but to try and help, we’ve made a list of the things you should think about:

If your resignation was purely a salary negotiation tool, then congratulations: the money is yours! This is not a tactic we would recommend as you risk failing to win a counter offer and having to actually resign when you don’t want to. This happens on numerous occasions in the aftermarket at various levels up to and including senior management jobs.

There are other, safer ways of getting a salary review, like just asking for one. If this is what it takes to be paid what you are worth, you should ask yourself if this is somewhere you want to be.

If your resignation wasn’t all about money then you need to work out what else is on offer. Consider these questions;

1) “What can the company do to reassure me that things will be different?”

2) “What would need to change for me to be happy?”

The truth is that the same circumstances that made you to consider a change will repeat themselves in the future and you need to decide whether more money is enough to make it OK this time around.

In an ideal world a retracted resignation could just be swept under the rug and nothing would change, but once you’ve quit, it’s out there and you can’t take it back. The fact that you handed in your notice marks you out as different from the rest of the team; your boss knows you were willing to leave and that means you have the potential to do it again. If you need to work alone, perhaps outside normal hours, you might find that your boss is suddenly suspicious of your motives – and might ask to ‘borrow’ your key, which funnily enough, you won’t get back. The trust has gone and you might well be regarded as an outsider.

Statistics show the probability of voluntarily leaving within 6 months of accepting a counter offer is extremely high – around 80 percent. The same probability exists for employees being let go within a year of accepting a counter offer so keep that in mind before you turn down the chance to move on.

When it comes down to it, you have to decide whether the offer solves the problems that drove you to resign. With a few unfortunate exceptions, the decision to move to a new company should have little to do with ill feeling toward your current employer, and everything to do with personal growth. The most likely reason for you to have accepted a new role elsewhere is that you considered it to be the right step to take your career in the direction you want.

Before you accept a counter offer, sit down and ask yourself what you want out of life and what you want from your career. Be honest with yourself about what you need to do and where you need to be to achieve your goals. This is by far the most important thing to consider and should be the key influence on your decision.

Not every company will make a counter offer – and if they do, the offer made might not be financial.

In my experience (writes Editor Greg Whitaker) companies are far more likely to offer a ‘promotion’ to another role, or placate you that jam will be served tomorrow, when there will be more resources available for you to do your job. If you’ve made the decision to move on, as Pri says in the article, you should stick to it. Offers, (including non-financial ones) are rarely made in your interest, they are made because you company knows that it will no be easy to replace you.

For more on the subject, contact Pri on 0845 643 0497 or click

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