国外薪酬谈判计划指南(1)

PracticalSalaryNegotiation’snormalreviewprocessthisguideisforyou!Here,youwillfindthebasicconceptsfoundinmybook,NegotiatingYourSalary:HowtoMake$1,000aMinute,techniquesproventohelppeopleincreasetheirsalaries.Plus,attheendofthisguideisalistof13provennegotiatingtipsthateveryoneshouldknowbeforestartinganysalarynegotiation.We’llstartwiththefourbasictenetsofsalarynegotiation:everythingisnegotiable;thefirstofferyouhearisrarelythebestoffer;even“takeitorleaveit”offerscanbeimproved;andfinally,eventhebestscientificandstatisticalanalysisofyoursalarylevelstillhaswiggleroom.Nextwe’llcoverthefivebasicrulesofsalarynegotiationandthesalary-equationgoldmine.Finally,wewilltakeabroadlookattheoftenoverlookedaspectsofsalary,benefitsandperksthathelptomakeupapromisingtotalcompensationpackage.Withalittleinvestmentoftime,youwillsoonlearnwhatyouneedtoknowtosuccessfullyincreaseyoursalary.PlanningForYourNextSalaryNegotiationByJackChapmanPart1-EverythingisNegotiableThesinglemostimportantruleaboutsalaryisthateverythingisnegotiable.Thesetenetsaretruebecausetheprocessofsettinganindividual’ssalaryisnotascience,itisanart.Itisuptothepartiesinvolvedinthenegotiationtodeterminewhereonthecompany’ssalaryscaleanindividualshouldland.Whenacompanywantstobuyyourtimeandeffort,rememberit’sahumanbeingwhomakesthedecision.Itisn’tacutanddriedassessment;it’sarational-emotiveprocessthattakesintoaccountmanyfactorswhicharen’talwaysfairorlogical.Yourawarenessofthesefactorscangreatlyimproveyourchancesforimprovingyoursalary.Thesinglemostimportantruleaboutsalaryisthateverythingisnegotiable.For30yearsIhavebeencoachingprofessionalsintheartofsalarynegotiation.Ihavepublishedaleadingbookonsalarynegotiationandcountlessarticlesinnewspapersandmagazines.Inallthistime,workingwithhundredsofpeopleinallprofessionsatalljoblevels,Ibelievethatthisismostimportantofthefourfundamentaltenetsofsalarynegotiation:1.Everythingisnegotiable2.Thefirstofferyouhearis[almost]neverthebestoffer3.Even“takeitorleaveit”offerscanbeimproved4.EventhebestscientificandstatisticalanalysisofyoursalarylevelstillhaswiggleroomPlanningForYourNextSalaryNegotiation-ByJackChapmanBroughttoyoubyPayScale,Inc.--’ssalarypracticesvarieswidely.Insomecases,anemployerwillhaveresearchedcompetitiveratesintheirarea.Inothercasestheywillsimplyestimatebasedonwhattheyhavepaidinthepast.InthenearfutureyoumightexpectbothemployeeandemployertoutilizePayScaledataforsalaryanalysis,similartohowthebuyerandsellerofacarmayutilizeKellyBlueBook™.Regardlessofthemethodthattheyuse,employershaveaninternalrangethattheyexpecttopayforaposition.Asanemployee,yourabilitytopushanemployertothehighpointoftheirmentalsalaryrange,orevenincreasethatrange,determinestheoutcomeyouwillhaveinthenegotiation.Further,thebetteryouunderstandthefactorsthatinfluenceyouremployer’sdecisionprocessthegreateryournegotiatingposition.Therearemany“behindthescenes”factorsthatinfluenceanemployer’shiringdecision,whichmaynotbereadilyobvious,suchas:Urgency—Anemployer’sbusinessislosingmoneybecausetheline’sdown,thecustomersarewaiting,ortheircompetitor’ssalespersonisclosingdealsdaily,theymaybewillingtopaytogetsomeoneNOW.Weariness—Anemployerisjustplaintiredofinterviewingandwantstogetbacktowork,theymayloosenupthesalarybudget.InternalPolitics—Couldthisbeapetprojectofthetopbrass,andmoreimportantduetoitsvisibilityratherthanitsprofitability?Inthatcaseanemployermightoverpaythispositiontoensuresuccess.Employer’sReputation—Maybethehiringdecisionmakerhasbeenaccusedofnotbeingableto“holdon”togoodpeopleandwantstocorrectthatperceptionbyprovidingextraincentiveforsomeonetostay.Ramp-UpSpeed—Anemployermaybewillingtopaysomeonewholearnsveryrapidly.PersonalRapport—Theycallit“chemistry”;sometimesanemployer“clicks”morewithonepersonthananequallyqualifiedalternate.Supply/Demand—Employersmightpayaboveaveragetohireandretaincandidatesinhighdemand.SpecialSkills—Whatif,inadditiontotherequiredskillsfortoday,thecandidatehasskillstheemployerwillneedtomorrow?Theseareonlysomeofthefactorsthatprospectiveemployersconsiderwhendeterminingsalaryandillustratewhythehumanelementinsalarynegotiationissoimportanttothefinaloutcome.Yourawarenessofthesefactors,andyourabilitytoofferinformedargumentsthataddressanemployer’srealconcerns,canaddthousandsofdollarstoyourfinaloffer.Nomatterwhatthefirstofferis,it’sonlycommonsensethatanemployerisnotgoingtostartatthetop!Theyneedtoleavesomewiggleroomsomewhere—that’showthegameisplayedandtheyknowit.PlanningForYourNextSalaryNegotiation-ByJackChapmanBroughttoyoubyPayScale,Inc.--–SalaryMakingRules:Nowthatyouunderst