Why Employees Need to Feel Valued by Their Managers

I’ve seen few who worked in the same company for years. They tendered their resignation more than twice, yet every time, the company counter offered because they “couldn’t afford to lose them.” But over time, performance dropped. Discipline issues piled up - MCs, ELs, UPL, and always coming in late. And surprisingly — they still got increments, bonuses, and even a promotion. Meanwhile, the real top talents — the ones who showed up, delivered results, and carried the team — didn’t get much appreciation. Eventually, those top performers left. Because they knew their worth. And the company that truly valued them snapped them up fast. If a staff is unhappy, no amount of counter offer, bonus, or promotion will fix that. Retention should never be about forcing someone to stay. It should be about creating an environment where people want to stay. In the end, retaining the wrong employee and losing the right one is a costly mistake. Reward performance, not convenience. Appreciate consistency, not just loyalty.

Here's why we don't believe in counter offering star employees who want to leave. Honestly employers, if you have a star employee that is consistently overperforming in work. Just give them that bonus. Don't tell them to 'wait it off a few months' until that year end review. If you love their work ethic and commitment, let them know how you feel right now. Not tomorrow. Not the day after. Just drop them a text today and praise them.  It can be a small cash incentive of RM1,000 or a 1 month bonus when you know they've given their 100% and brought results! Many bosses preach: "Ask what you can do for the company, before what the company can do for you" But they fail to follow through on the second part of the line. And let's address the elephant in the room. It's more expensive to lose your star employee, waste precious time training a new hire and hope that they are a good culture fit (and that is a BIG IF). Keeping your high performing employee on a low salary is a penny wise, pound foolish move. High performing employees know that they can be valued much better elsewhere. Why would they stay if they do not feel valued? That is why at Dododots, we give salary jumps and surprise bonuses all year long as long as results and effort are shown. It's our way of saying: 'We got your back and you don't ever need to worry that your hard work is not appreciated" And nothing makes a loyal employee feel more seen or heard in this kind of environment. We bring out the best work ethic in them, and they bring the company a whole new level of results. In this employer-employee relationship, it does not always end with one side leeching off the other. We believe there can always be a win-win. Esther and Ethan from Dododots.

This morning, I saw a post on LinkedIn that honestly made me laugh, but it also made me think. An employee had been with a company for over 5 years, never received a salary increase, never got the recognition they deserved. Eventually, they applied elsewhere and got an offer double their current pay. Suddenly, the same company that ignored them for years tried to match the offer. The employee declined. And honestly? Good for them. Here’s the truth we don’t talk about enough: 👉 A counteroffer rarely comes unless you force someone's hand. 👉 And in many big companies, the “counteroffer” isn’t even real. You’ll get an acknowledgment email, a “we value your contributions,” maybe a nostalgic reminder of “good memories” … and that’s it. If you’re not appreciated before you resign, you’re not valued, you’re just convenient. Loyalty is good. Blind loyalty is not. Know your worth. Don’t wait 5 years for someone else to validate it.

𝖳𝗁𝖾 𝖶𝗈𝗋𝗄𝖽𝖺𝗒 𝖳𝗂𝗆𝖾𝗌 | 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐩𝐚𝐲𝐢𝐧𝐠 𝐞𝐧𝐨𝐮𝐠𝐡? I read a job ad for a Compensation Manager offering a salary significantly below market value. The role has been open for several months 😳. I won’t name and shame but I reckon that, unless they change their budget, it’s going to be hard to convince a good Compensation Manager (of all people) to apply. If someone does apply and accept a low offer, I expect they’ll jump ship for more money in the near future. When a candidate reads a job description, they’ll use their knowledge of the current market to gauge whether their skillset will be valued at an organization. If not, they'll look elsewhere. If you can’t afford to pay a Compensation Manager well and the role has been open for a while, there are ways to work around this: • Consider contractors for any urgent requirements in the interim. • Revisit your budget: sometimes, there’s unspent money from previous quarters. For example, the money that would have been used to hire the Comp Manager in Q1 to Q3 could be rolled over to Q4 to increase the salary range. • You may still need to request more budget but you’ll be asking for less than you would have in Q1. • This also buys you time to engage with other stakeholders and build a case for why you need an increased annual budget for the role. And if you’re 𝑠𝑡𝑖𝑙𝑙 struggling to find someone after increasing the comp, you might now have enough budget left over to ask me to help you 😉. Unless the financial situation of your organization is truly dire, there are ways to work around hiring so that you hire WELL. Sometimes, it’s as easy as posting a job and handing out an offer. But more often than not, it’s a case of thinking outside the box and problem-solving. Guess it’s a good thing I like puzzles. 29Search #compensation #hiringstrategy #Workday

💭 Most people stop where their salary stops. They say — “I’m paid for this much, so I’ll do only this much.” But the truth is — your pay doesn’t define your potential. It only reflects what the company already saw in you. What it doesn’t show is what you’re capable of next. Those who grow fast don’t wait for an appraisal to upgrade. They start acting like their next level — before they’re promoted. That’s how you build trust, visibility, and real career acceleration. Because the question isn’t — 👉 “Am I being paid enough?” The real question is — 👉 “Am I performing at the next level already?” Growth begins when effort exceeds expectation. 🌱 #CareerGrowth #LeadershipMindset #GrowthThinking #ProfessionalDevelopment #PerformanceLeadership #WorkCulture

💡 Being the Most Loyal Employee Doesn’t Guarantee a Raise Loyalty is a virtue, but in the corporate world, it doesn’t always translate into salary growth. Staying years in a role, giving your all, and never questioning the system may earn respect—but often, not the compensation you deserve. Here’s the truth: Salary growth is tied to impact, results, and the ability to negotiate your value—not just your tenure. Being loyal is important, but being strategic about your career is equally crucial. Document your wins, ask for feedback, and ensure your contributions are visible. Sometimes, loyalty should include loyalty to yourself—your growth, your skills, and your worth. 💬 What’s your experience—has loyalty at work ever been undervalued? #CareerGrowth #SalaryNegotiation #EmployeeValue #WorkplaceReality #ProfessionalDevelopment

✅ Salary = $85,000: A 5-year dedicated employee ✅ Salary = $125,000: A new hire in the same role 🤔 What's wrong here? Loyalty should be rewarded, not penalized. Don't risk losing your best talents to competitors willing to pay what they're worth. 🚀 It's not just about money; it's about valuing dedication. When you reward loyalty, you: ✨ Boost morale ✨ Increase retention ✨ Solidify your company's values Invest in your team's dedication. It's a strategic move with powerful returns. 💪 #EmployeeLoyalty #CompensationMatters

Too many people leave money on the table in salary negotiations. Here’s how to win The truth? Most candidates don’t get lowballed by companies. They get lowballed by their own delivery. Professionals who win offers don’t demand. They collaborate ❌ “That salary is too low.” ✅ “Based on my research, I was hoping for a range closer to…” ❌ “I can’t live on that.” ✅ “To make this move sustainable, I’d need to be at…” ❌ “That’s all you can offer?” ✅ “Is there flexibility in the compensation package?” ❌ “I won’t accept less.” ✅ “I’d be excited to join at [X] level, is that possible?” ❌ “That’s unfair.” ✅ “I’d like to understand how you arrived at that number.” ❌ “I need more money.” ✅ “Considering my experience in [X], I believe [Y] is a fair adjustment.” ❌ “That’s not enough benefits.” ✅ “Are there other perks or flexibility we can explore?” ❌ “I’ll walk if you don’t raise it.” ✅ “If we can align on [X], I’d be ready to sign quickly.” ❌ “Your offer is bad.” ✅ “I appreciate the offer, could we revisit the structure together?” ❌ “That’s my final demand.” ✅ “If we can meet at [X], I’d be thrilled to move forward.” The people who get paid their worth, are the ones who know how to speak their value. ♻️ Repost to help someone in your network. 🚀 Follow Liam Edwards more career advice.

"We saved on salary, then paid the price" A client shared this with me recently: They hired a fantastic candidate but offered less than the person was worth because “it’s an employer’s market at the moment!” A few months later? That candidate left for a role paying what they were worth. The cost of replacing them, lost productivity, rehiring fees and damaged team morale was far greater than that initial “saving.” Data peeps, I know you love a stat: Research shows 𝗿𝗲𝗽𝗹𝗮𝗰𝗶𝗻𝗴 𝗮𝗻 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗰𝗮𝗻 𝗰𝗼𝘀𝘁 𝘂𝗽 𝘁𝗼 𝟮𝟬𝟬% of their annual salary when you factor in time to recruit, onboarding, lost output and disruption. ✅ Instead of paying what you can get away with by landing a gem for less than they’re worth, invest in retention from day one: -Pay fairly for the skills and experience you need, even if it means waiting a month or two to budget properly -If budgets are tight, offer things like growth opportunities and flexibility -Build loyalty through showing them you value them, not just cost saving Hiring should never be about bargain hunting. It’s an investment in building a team that delivers your vision. If someone is taking a pay cut or you know deep down you’re underpaying, just know this, it will come back to bite you. Pay fairly, build loyalty and think long-term. That’s how you keep great talent. #employeeretention #konnexushiringtips #analyticscareers

If the raise is missing, the promotion is pretend. They rebranded your job. They did not promote you. I just saw another “promotion” that wasn’t. A shiny new title! (Congratulations, I guess?) Zero change in pay, big change in scope, and still no authority. (Ah, there it is) That’s not a promotion. That’s title inflation, just with extra meetings on top. Here’s how that script usually starts. Acting Manager Stretch assignment Prove you can do the job first We’ll revisit compensation next cycle Lead the team, but approvals still go through three layers above you Own the outcomes, with none of the levers But we all know how it ends. ❌ You carry two jobs: your old one and the new one. ❌ You’re accountable for metrics you don’t control. ❌ Burnout gets reframed as a “growth opportunity.” ❌ When review time comes: “Budget is tight, maybe next quarter.” Responsibility goes up. Authority; flat. Budget: flat. Salary: static. If you want leadership impact, compensate leadership impact. A promotion without a raise is a rebrand for the company, not growth for the employee. Here is a baseline for REAL companies. Promotions equal title + compensation band change + written scope change; in the same cycle! No “acting” roles beyond 30 days without interim pay. Authority must match accountability (approvals, headcount, budget). On-call and extra duties equal a stipend or overtime. Published career ladders and pay ranges, company-wide. How we run it at QCS. Raises land with the title. not six months later. Interim pay starts on day 31. automatically. Written scope. What you own. Which levers do you control? How are you measured? Pay-first rule. If you do the job, you are paid for the job. Twice-yearly calibration against published ladders and ranges. IT isn’t expensive. Neglect is. And “promotion theatre” is neglect with better lighting. 💬 What’s the most ridiculous “promotion” you’ve ever been offered?