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Way to go! You’ve applied for and been offered another position with your current institution. Now you’re wondering how an internal offer may differ from an external one and what it will take to make the transition in a way that best supports you, your new team, and your former colleagues. This interview with Sara Bowman, a senior recruitment consultant at the University of Oregon, offers internal candidates guidance on navigating negotiations, leaving on good terms, and working through unanticipated situations.
Sheena Daree Romero, HigherEdJobs: Negotiations are tricky. Let’s say you’re offered a position on another team and, to your surprise, your current supervisor counteroffers. What might you consider as you weigh your options?
Sara Bowman, senior recruitment consultant at the University of Oregon: Think about the offer and compensation holistically, including salary, but also other factors like schedule, quality of life, benefits, and career development. Beyond the starting salary, try to get a sense of the overall compensation structure. Ask about raises, opportunities for growth, and then consider how this aligns with your ideal professional trajectory. When you’re evaluating an offer, be honest with yourself about what you need in your next job, what you stand to gain from it, and where you want it to take you.
Ask questions in the process and don’t be afraid to negotiate or state your needs. Reflect on all you’ve learned about yourself, your qualifications, and the job during the interview process as you assess your skills against the position’s requirements. If you feel uncertain, know that that’s normal, too — and it can be helpful to practice! Record a voice note or ask in writing if you’re more comfortable. Don’t underestimate the value of a lateral move or a pay cut if it moves you on to a different ladder that’s better aligned with your goals or needs for the long-term, and might eventually set you up to earn more.
Regardless of your decision, anticipate that you’ll have to continue working with everyone involved. It’s important to prioritize relationship building and be open to collaborating with former colleagues in new ways in upcoming weeks or years. Finally, know there will be headaches and stressors, and neither the old nor new job are perfect. Though you’ll want to start and leave on a good note, it’s important to be realistic and accept that this is not always fully within your control. Focus instead on how you can make any transition as smooth as possible.
Romero: What guidance would you offer someone who is breaking the news to their supervisor, team members and/or others with whom they work?
Bowman: Both your new and current/former department will likely have ideas about your transition and its timeline. Remember though, you know your current job and what most needs to be wrapped up best. And, no matter the job or timeline, it’s not going to be possible to wrap up everything in a neat bow. Discuss priorities with your current manager and don’t commit (even to yourself) to doing more than there is time for. During the transition, check in with yourself honestly about how it’s going, and course correct as needed.
Protect your relationships with clear and thoughtful communication during transitions and in general, so you don’t burn bridges. What you share, with whom, and when will depend on your department, institution, and situation, but be as specific as possible about the plan so others always know what to expect. Share dates until which you’ll be available, let colleagues know what follow-up they can expect from you, and consider what you would want to know in their shoes. It shouldn’t all fall to you, relaying the transition plan is also your manager’s responsibility.
Romero: What are unique scenarios internal hires should be prepared for, that external hires wouldn’t necessarily have to think about?
Bowman: People may make assumptions about your knowledge and approach to work, based on what they know about your previous department. Because you’re familiar, people might forget that you’re new to the role and therefore overlook parts of onboarding you actually need. If this happens, speak up, and request more information and guidance.
You bring knowledge and so do your new colleagues. Ask thoughtful questions throughout the process: during interviews, before you accept, when you start, and then again as you settle into the new job over the first year. Your perspective will change and so will the amount of context folks are able to share with you. Asking thoughtful questions is a super valuable tool to understand both the work and the landscape, and can help you better navigate the new department, learn how your colleagues and leadership think, etc. This will help you be successful and strategic in your new role and better integrate what you’ve learned in your past roles with what you’re doing now.
Romero: What advice do you have for people who need to develop boundaries so that they aren’t pulled into work from their former office?
Bowman: Plan in advance what you’re available to do after your last day, with the anticipation that this may differ from what people will ask of you. What’s reasonable and how can you be helpful and directive without being dragged back in? Be realistic and open about your commitments, capacity, and mental resources, with your new and former managers.
You’ll be in the same ecosystem and may feel guilty about being unable to help former colleagues, but however you navigate it, there will come a time when you need to rip the Band-Aid off and step fully away from your previous position, for the sake of your own boundaries and so your new and former teams can move forward. Your time and energy are finite resources and you need to be fair to yourself and your new team.
Romero: Any tips on working with former colleagues one didn’t have the best relationship with?
Bowman: Be open to relearning the relationship and accepting that you can’t control who you may have to work with again. What can you learn from past interactions to make things go better? Might you talk about it with your ombudsperson or someone else you trust?
Romero: Is there anything you’d like to add, from your personal experience or HR perspective?
Bowman: Wherever you go, there you are. Transitions can get messy. Consider which flavor of challenge is most exciting (or at least most palatable) to you, or most valuable for what you seek in your career. Know that this only has to make sense to you, not to other people’s vision of your career path.
Don’t expect a new job to be perfect or to repair past challenges. You may be surprised to find more commonalities or patterns than expected between positions and teams, but this gives you a chance to deepen your understanding of yourself, how you work best, and what you need in a job. This will make your next transition all the easier, as will remembering and reflecting on what went well or was challenging about previous transitions.
