How to say salary when recruiting

The more you know about candidate expectations and your company's flexibility during the recruiting process, the more comfortable you'll be when bidding and negotiating.

Establish a value benchmark for compensation

Before negotiating, you must ask one question: How much is the position worth to the company? Building on this, finding candidates with similar expectations is a critical first step in the negotiation process, and it establishes a baseline for bargaining.

Ignoring this can jeopardize the negotiation process, make the candidate's expectations too far from your company's compensation plan, and you and the candidate end up missing out, missing opportunities, and wasting time.

Allowing candidates to speak up is sometimes easier said than done. Candidates are often reluctant to disclose their current or expected compensation, fearing that if they do, the company will try to undercut them and put them at a disadvantage.

Eileen Levitt, president of The HR Team, a human resources outsourcing company, believes that a candidate's salary information is the key, and it would be foolish to start negotiating salary without knowing this information. As such, she doesn't think she'll be patient with candidates who withhold salary information.

She said: "You really need to know the salary expectations of the candidates, otherwise it will be very different in salary and it will still be impossible to find out after the bid. If someone wants to play tricks and not say the expected value, I will just say' I have a job opening and I want to know if consensus is possible. 'I don't want to waste their time, and I don't want to waste mine.'"

Kevin Wilson of PeopleResources.Net, a human resources consultancy Consultants, he and Levitt both recommend "trying" bids at least twice before making a formal bid. "You should ask the candidate explicitly, 'If we give you $36,000 a year, how does it compare to your expectations,' so you can know if it matches the candidate's expectations," he said. It would be too abrupt to ensure that both parties generally agree on the salary for the position."

There are pros and cons to disclosing the salary range

Across the negotiating table, the candidate may be mulling over the salary range for the position. Some companies reveal the entire salary range at the outset -- sometimes in advertising -- and others don't. Human resources managers are divided on this issue.

Wilson says, "Public job salary ranges can be detrimental to the company, and the top of the range is likely to be unwittingly targeted by candidates. If you say the position pays between $40,000 and $50,000, apply for the job. Others will say I want $50,000."

Others believe that HR should explicitly disclose job compensation. "Understanding the pay for the position is not only fairer to the candidate, but it's also good for the company to have the information on both sides," Levitt said. "Communicate directly and weed out those who have high expectations," she continued. > Donald M. Herrmann has worked in human resources for 22 years in various senior positions and is currently a human resources consultant. He proposes a compromise: expose only the bottom half of the range. He said: "The traditional salary structure divides the salary range at different levels such as minimum, median, and maximum. Companies adopting this salary structure should disclose the lower half of the salary range for all positions. This protects the scope of The top half is reserved for senior and high-value individuals and employee promotions, while removing those with exorbitant pay expectations."

"Hiring managers should recognize that picking new hires is like finding people. You are looking for It's a long-term job, and an offer is just one step to cement a long-term commitment. So don't make it feel like it's a deal, like buying a car," Levitt said. It will remember your experience and your attitude towards them."

Master a win-win strategy

Tricking candidates or forcing them to accept harsh conditions can make them resentful of the company and damage long-term relationships. Obtaining short-term benefits in the negotiation process often has a huge impact in the future.

Kim Barnes, an expert in negotiation and president and CEO of Barnes & Conti Partners, which specializes in organizational development, says: "It's important to be clear about the difference between negotiating and arguing. ." He emphasized that in the process of salary negotiation, we should minimize disputes over a salary proposal itself, and try to strengthen communication to meet each other's needs. "You can't win negotiation, just like you can't win a marriage," he said. "You can't win negotiation, you can only find a point of agreement between the two parties, like building a house where both parties live together." If the negotiation process is viewed as cooperation, Instead of contests or debates, you can use a variety of strategies to minimize disputes and work together to find a win-win situation:

If the salary offer is net or final, tell the candidate truthfully. Showing him that there is no room for salary negotiation will likely deter candidates from playing tricks on compensation.

Levitt says, "Money is the easiest decision, yes or no. If a candidate is hesitant to know the net pay, then you need to decide to do something else." More importantly , such as "how much should I pay back" is no longer the central issue of your consideration, but to find other negotiation points and compromise points.

Find innovative ways to increase your appeal. There are many ways to make your company's compensation package more attractive without spending extra cash. It's not even the "benefits" you usually think about, but for some reason it's very attractive to a certain candidate. Here, creativity is key. You can take the form of year-end bonuses, corporate culture, telecommuting, long-term health care plans, and more.

Kiyoshi Shinozaki, a human resources specialist at Nikkei, a Japanese financial information company, said: "The main job is to listen to the other person and figure out what he values. Some candidates may be very attractive."

Quantify concession costs. Job-seeking people who boil it all down to "tell me how much I'll pay!"

You'd be hard-pressed to eliminate such people's preference for base pay for the position. It is therefore particularly important to quantify the company's concessions as the true value of the dollar, showing that the company is genuinely willing to work hard to find mutual satisfaction.

Shinozaki says, "I try to quantify benefits beyond base compensation into dollar values, showing that they are a significant part of total compensation. This approach sometimes works for candidates, and it does make a difference. "

Willing to give up when necessary

In almost every negotiation, one side has the upper hand. "It's important to know who has the upper hand in negotiating," Barnes said. "If the candidate is a rare, hard-to-find talent, and indeed one of the few qualified for the role, that's not the same as when there are many qualified candidates. There must be a different approach."

When there are more than 1 capable candidate, if the right person forces you to accept an offer that is beyond your acceptable range, you can walk away immediately.

Levitt advises: "Be willing to give up when necessary. It's extremely rare in the world to have only one candidate for the job, so don't let his whims about compensation be swayed."

The principle of negotiation is Politeness is the same principle used to succeed in any other relationship. Understand how the other person is feeling. Most importantly, don't forget that the purpose of negotiation is not to "beat" the other party, but to reach a consensus that will satisfy both parties.

When you agree with a new employee, you begin a working relationship smoothly in a commitment to mutual respect and mutual honesty.

This original text is reproduced with permission from hr magazine, published by the Society for Human Resource Management, alexandria, VA, USA. Translated by Huang Xi.