I have a vague recollection that its between 50-66% (but can't locate the source of that at the moment) - so very high - fundamentally the issues that drove them to look elsewhere in first place often remain. A few extra £ doesn't change that unless the counter offer fundamentally changes the role/reporting lines etc.

And of course some organisations counter offer but know the person is disengaged so use the time to look elsewhere and then exit the person eventually anyway.

In reply to Keith:

Thanks Keith - yes I thought it was pretty high. Just looking to find an accurate source for a more precise figure that I can include it in some candidate material to highlight the risks in accepting counter-offers!

In reply to Albert Ryan:

You may not find an accurate source I am afraid - most of the data comes from the recruitment industry who have an interest in exaggerating the figure (as they get paid when people move not when they stay. There are higher figures quoted in the states.

A quick google comes up with the attached article from the telegraph quoting 66% but again its from a recruitment agency.

In reply to Keith:

Great thanks again Keith. I suspected it would be hard to come by but worth a try!

In reply to Keith:

My own experience tallies with what Keith has said. Cash on the table rarely produces long-term engagement when people accept a counter-offer. What works more effectively is to address the underlying issues which provoked the desire to look elsewhere.

Often I have seen counter offers accepted, only to be outbid by the initial company - the "sharper" (in no way a compliment here) jobhunters will use this tactic to get an improved offer from their potential new employer

On the other hand, on several occasions I have seen managers listen to a wake-up call by offering to the person the development opportunity that they wanted - it can make it possible (at least partly) to start with a clean(er) sheet and get the relationship back on track.