Category Archives: Salary negotiation

7 reasons to stop candidate bargain hunting

As the Euro teeters at the edge of a European toilet, businesses are observing nervously on the side-lines and moving into conservative mode. Hiring freezes and protracted recruitment processes seem to be the norm. Open positions are reportedly over subscribed and many employers have their choice of top talent. Reports of organisations trying to bring in excellent talent at budget, lower than market rate salaries seem to be on the increase. But how wise is this  decision to go candidate bargain hunting?

Doomed
The trend where HR Managers are issuing ” plenty more fish in the sea” type statements,  playing on candidates’ market insecurities without offering anything in return to buy in longer term commitment are on the rise.  Strategic  carrots which might be offered could  include:  a later salary review based on results or performance, training or development possibilities or longer term career benefits, a mentor, luncheon vouchers, an extra-days holiday, telecommuting, flexi-time.  Anything! Where is the imagination?

A recent MBA graduate , who has just invested €50K in his professional development told me that an HR Manager had given him a ” take it ir leave it” option over a €1000 per annum salary differential (€2.7 per day), after receiving a salary offer which was already 10% below the market rate,  as well as being 10% below his stated minimum requirement. The company wants to see how he might “settle in“.  Message: they’re not that bothered if he joins or not!

This development is a short-sighted, ill-advised HR practise. Win/lose negotiations damage relationships in any arena and will almost always be doomed from the outset. The hiring process is no exception to this general rule.

  • Suggestions that an organisation needs to see a candidate “settle in”  sends signals about the lack of trust in their own hiring process and lack of belief in the recruitment decision. Probationary periods are normal,  but  if the  recruitment procedure is top-notch,  they are generally a formality.   Organisations need to convey excitement about their prospective hires, not doubt. Doubt does not inspire or motivate!
  •  HR practitioners should  think long-term and with business vision leaving room for negotiation, despite seemingly pressing budget needs. With the value of onboarding estimated at around 3 times annual salary,  this attitude is short-sighted and ultimately expensive. Salary  benchmarking differentials can also be found in the public domain so an increasing number of candidates know  their market value  (especially MBA candidates)
  • Candidates may  indeed accept this discounted offer and then shop around for a better one, only to withdraw at the last moment. The company is then left high and dry. I have seen this happen far too often when organisations under-pitch their offers. The cost of an open position has to be factored in.
  • Word gets round and damages the company brand. Playing hard ball for €2.7 per day sends out a bad message about all involved in the process.
  • Companies which are cheap at the beginning with low-cost salary policies may not change.  Candidates understand that well.
  • The new cheap hire will leave as soon as the economy picks up.
  • The new cheap hire will not go the extra distance nor be totally committed unless there happens to be a visionary manager in the process or the HR Manager who took this obdurate position has moved on.  Either way, from a company perspective that leaves too much to chance.

Times are indeed hard, but companies have many options to foster a positive attitude with a creative and flexible talent management strategy. If €2.7 per day is a deal breaker then there is something wrong somewhere.

Women and salary negotiation. Do you know your own market-value?

No one would dream of putting their houses on the market without checking out the value, then why do women do that to themselves?

Price awareness
We live in a culture where most women know the value of their homes on the property market. We are reminded daily of minute percentage movements on global stock exchanges and unemployment figures.  Women know the price of most things from the cost of a business suit to a plumber or a baby sitter and account for 85% of consumer purchasing decisions. What most don’t bother to check out is the value of possibly their greatest asset. Themselves.

I have had two contacts this week from women who have discovered signficant salary differentials either between themselves and their male colleagues, or general market benchmarks for their job.

Women and negotiation
There is much information in the public domain to suggest that women don’t negotiate hard enough, or even at all, in the area of compensation. This insidious differential starts across the world at entry-level in a wide variety of sectors and stays with many women throughout their careers. This is true,  even for those who have invested in their personal development to acquire an MBA. Research shows that women generally earn 80% of men.

And when they do try to negotiate, unlike their male counterparts instead of being viewed as enterprising dynamos, they are seen in much less favourable terms, frequently as money grabbing b$x*£€s. At a time of economic austerity many are reluctant to step up and re- negotiate.

Basic minimum
The most important thing for women is to have an idea of their own value on the open market. If they decide they don’t want to negotiate their compensation package, this decision should be taken from a position of being well-informed. No one would dream of putting their houses on the market without checking out the value, then why do it to themselves?

How to check?

  • Network :  with people in your field and sector.  Asking people what they earn in many cultures is considered to be indiscreet and on par with asking a woman about her weight, age or credit card number. However it is possible to get ball park figures and salary range via sensitive discussion.
  • Advertisements : many job advertisements carry salary scales. Keep a watchful eye on job boards and the press in the same way you might monitor house prices.
  • Online resources:  there are many free salary survey resources online. Check out  salary.com, glassdoor.com and payscale.com which has a  global reach.
  • Overview :  It’s always useful to have an overview of what’s going on in terms of salaries (especially as they’re being frozen). Most business media carry regular pieces on this topic and  LinkedIn has a Compensation and Benefits Forum where general compensation issues are discussed from a management perspective.
  • General package : get up to speed not just on the salary segment of your compensation, but on where your total benefits package lies on the market spectrum. If your salary is lower, do you have other perks which are just as important such as remote working or flexi-time?  Perhaps you can’t leverage a higher salary, but are there other benefits that might be useful?

We would never consider buying or selling anything without being aware of its value. We simply have to stop doing this to ourselves.

What do you think?

Normalising the salary expectation question

Why this question should not be stressful
I came across a discussion on LinkedIn recently posted by J. Paige Freedland about how to handle the salary expectation question. There were almost 400 responses covering a wide range of viewpoints from all participants, some of them conflicting and contradictory. It became very clear that what is a straightforward and routine question for recruiters and hiring managers, is in fact a huge challenge for many candidates and causes considerable confusion and anxiety, especially if they have been on the job market for some time.

In her learning curve from the discussion Paige distilled and collated those 400 responses and identified 3 areas which candidates should focus on: research and preparation, knowing your own worth and understanding your bottom line! You can see her thoughts on that discussion around about the 400th response mark. Her summary marks her own journey through the process and is really worth reading.

Transparency
Generally speaking, the best response is openness. “I earn(ed) x and would expect something on the range of x to y , but would be happy to be flexible for the right position” If candidates have a sense of their own market value and follow trends, then delivering this response should not be problematic. Research can be done on line , and via network contacts either actual or other professional platforms. This is essential. No one would sell their house without knowing its market value. Why do it to yourself? This gives the recruiter or hiring manager the information they need to know immediately and sends out a message about being open to negotiate.

Gay Charles, Senior Consultant & Head of Equal Talent Practice , Belux at Odgers Berndtson, with over 25 years experience in the business told me that ” I rarely find candidates reluctant to discuss salary and when that happens it is usually a fair indication of lack of confidence and self belief “. If confidence is an issue , it is really worth investing in professional support to learn skills in this process.

Some points are worth noting:
Salary negotiation is simply a business process which is a key component of any recruitment procedure. Clare Ireland, Senior Partner , Hansar Internationalthe more experienced and mature people understand that it is a hygiene question that needs to be covered and is no less or more important than any other subject covered in an interview.”

It’s not a trick question: it’s useful to have some broad indication of what a candidate would be looking for to make a move. The easiest and simplest way to deal with this is to give a realistic range related to current earnings. Normally this is covered in the early screening processes and any attempts at evasiveness or lack of transparency, tend to raise doubts about the candidate. Personally, I would give an interesting candidate some time to think about it and allow them to get back to me before the next stage of the process. Clare adds ” In our experience we find few candidates who are evasive about being questioned about their salary. In general, hiring companies will pay what is considered fair, reasonable and fits within their salary banding system ….it is rare to find clients trying to “cheat” candidates though of course what is considered fair to them, may not be the same for the candidate” Candidates should also be advised to take into account the total package including benefits and future opportunities.

Good candidates are rarely ruled out on salary grounds alone. Salary tends to be the market indicator of seniority or experience, which translates into a potentially possible lack of fit for the position ( too senior or junior) with all that implies. There might be internal repercussions on the existing team for example, but candidates could also be re-approached regarding their flexibility.

If a candidate is interesting but has a higher salary then the employer’s budget and if they are selected, negotiation begins. He/she can always decline to engage at this point. Clare elaborates ” The deal will only be closed if both sides are in agreement.” I have participated in those discussions on numerous occasions, when candidates should employ all the usual negotiating strategies. Some companies will have salary scales and for executive positions the salary will be what you are able to negotiate. Counter offers are almost always made, estimated at 10 -15% on initial offers, but similarly candidates do decide to withdraw. It is important to have calculated your ” floor” beforehand.

Under selling oneself can also be perceived as a negative factor. There is a certain belief that a lower than market level salary is an indication of an unwillingness to negotiate, prompting the question, if candidates can’t negotiate for themselves, then how can they negotiate for the company? This is particularly true for women, who step up to the negotiation table 6 times less than their male counter parts. Ladies see my post ” Let’s go girls… negotiate

Transparency is beneficial – it contributes to good working relationships within the hiring process and if one occasion doesn’t work out, the next one might. Good contacts have been established for the future.

However, in these uncertain times when organisations are examining any additional costs and salary deflation exists, it is really important to emphasise the value that can be added in the future. That involves solid interview and career transition preparation. Companies will pay what their budget will allow, but they do want the best candidate .

Paige told me she had learned that ” there is no perfect answer. In fact there are numerous effective answers. But I’m convinced that doing your homework and having a plan is essential in giving you confidence during the interview and being sincere in your responses. You need to be true to yourself and you need to feel comfortable with your responses. You want the job, but not at the expense of your long-term satisfaction and future opportunities. Only you can determine what is going to work for you. If you are sincere, honest and earnest, your chances for success grow exponentially

That is excellent advice.

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Cave in… or leave the cave?

I’ve  had  lots of comments on my series of posts on women :  salary negotiation and the gender divide ( Let’s go girls… Negotiate!   and   Don’t be Afraid of “No” ). Thank you!   One topic still to be covered  is the issue of  us ladies stepping up to the negotiating table in our current organisations, as much as six times less than our male counterparts. This can mean a loss to net life income of up to half a million dollars.  So, let’s look at what can be done about that.  Just to be clear, this is only about women taking control of their own situations and dealing with passivity,  rather than covering flagrant cases of outright discrimination ( bullying?) where there are separate procedures both internal and legal to take care of those sort of issues.

Easier than you think!

It’s complex , but  not harder, or impossible, or any of   other those self sabotaging words  to initiate salary negotiate at this point.  The process just needs a minimally different type of preparation and understanding.  And can be learned which is very important.   So it’s all good. Women are long on empathy and process orientated.

So where to start?

You're going to hate this, but I'm afraid it's back to basics and preparation

This has been going  on for a while, right?  Feeling discontented and “put on” ,  so another few months won’t make any difference, seeing these guys making more money than you? But  you’re in a marathon,  not a sprint,  so  intensive training is required to undo lots of bad habits and perceptions  ( theirs and yours)  to position yourself for the finishing line.

Laying the foundations: Now is the time to be strategic, active  not re-active.

Reality check : The suggestions that I am going to make are based on the premise that you are at least a competent performer! If you have any chinks in your armour – absenteeism, missed deadlines, any performance warnings – deal with those first.

Also make sure that your understanding of your situation is based on fact. Perception can be  misleading.  You may have been in the job longer,  but if Joe and Pete in the next offices earn more than you,  if  they have an MBA and a PhD in Rocket Science, speak 3 languages  or are more measurably productive in some other way, then your  case isn’t necessarily clear-cut.  Sitting at your desk whingeing about your workload, miserable conditions and generally playing the victim will not help.  Squeaky wheels sometimes get changed instead of oiled.

So back to basics:

Positioning : try and volunteer for projects with strong visibility. Some shameless self promotion never goes amiss when preparing for salary negotiation.  What you are doing is paving the way to create opportunity. Start taking greater initiative, even if your efforts are turned down at least you  are practising  being assertive. If you keep getting negative responses,  establish  if there is a pattern. What can you change?

Ask for feedback:  get into the habit of  doing this and also asking if there’s anything you could be doing differently to meet expectations.  Do not use the word better.   Respond with an email of thanks to positive comments.  It’s good to have a  trail, even a soft one,  so that everyone starts believing your message about how good you are and the high standard of your work.   Including you!

Personal Development : if there is an area of personal development you can undertake which will increase your added value – do it,  even if currently it might be at your own expense.  Discuss this with your boss – and make sure that he/she is aware of what you are doing and connect this effort  to future added value for the company.

Know yourself.  Decide on your life and professional goals.  Where are your strengths and skills and where do you ultimately want to go with them?

Know your metrics ( e.g  turnover, transactions per day, customer satisfaction ratings.. etc) You are the product  – so manage your business.!  What have you achieved and contributed or could possibly contribute further in the future?

Know your market. Where do you sit on the salary spectrum both within the organisation and outside it? Facts.

Craft your elevator sound bites: your USPs  and success stories.

Anticipate objections :  “no budget, it’s a recession, you’re a poor performer ( yes, they might play dirty) ,we’re going bankrupt, boss is busy etc”.  If there is any implied criticism you should have your feedback email trail to back you up. In any situation that is potentially intimidating,  ask for precise examples and dates of the issues.  That normally  de-fuses situations.

Rehearse your  constructive communication strategy:   Socratic questions ( What makes you say/think that? How do you reach that decision?  etc)  and Attentive Listening  (” Help me understand”,  I feel that…”)

Set your ideal outcome and the fallback position you can live with ( benefits in kind, shorter hours, review in 6 months, childcare , working from home, flexi-time etc) benefits in kind have a high monetised value when grossed up.

Prepare for “No:”  Remember you love “no.. , ” make it work and use all the strategies you’ve prepared. But have a clear plan if the  answer is final.

Know your audience :   You  have  worked in this organisation for some time and have a relationship with the players. You know the corporate culture and  have observed him/her in other or similar situations.  What are their own goals and aspirations  and what is the business plan for the department?  You are prepared,  but be cautious. You might have coached yourself into neutral mode  for this  transaction, but there is no guarantee that the person sitting across the table from you will be in biz mode too. They might see this request as some sort of personal slight on their managerial skills and become ego defensive. That is not your problem.  Maintain  your cool no matter what,  but  be aware that this is the point when  any negotiation could become adversarial.  They  may not even have realised that there is a new, evolved, assertive you in front of them.

Living in the village

Now it is important to be clear in your own mind what you are prepared to settle for and what happens if your request is firmly rejected in any form. You still have to  “live in the village  ” to quote my friend Wally Bock .  So if you decide to let it go,  it’s important not to close doors and to remain measured and business like. The alternative is  of course outside the cave.

One size fits all

A number of you emailed or messaged me ,  truthfully a little angrily and frustrated. Your stories were of being single parents , living in areas of  high unemployment ,  with domestic circumstances that limited your flexibility and mobility.Plus your company is the main employer  in the region and could call the salary shots, so voting with your feet was not an option.   “What  have you got to say about that? You’re targeting high fliers! ” you  commented  somewhat belligerently!   But coaching is not elitist.

Without knowing all the individual circumstances and if these concerns are real,  or FEARs  ( false expectations appearing real)  the answer is that there is no one answer.  But no I’m not – these strategies are a one size fits all. They can be tweaked and adapted to fit most situations.    My suggestion is that you focus on you. Add to your skill set and if this can’t be done in a professional context in your existing company,  set yourself some goals for personal development.  Think long-term. No situation is ever static, so at least you will be prepared for any changes that may arise. Kids graduate, companies get taken over, recessions end and opportunities come around when you least expect them.  Can you work from home or take on-line classes for example?

There are always a multitude of possibilities. You just have to be open to seeing them.  In the words of someone even  older and definitely wiser than myself  ( Seneca)  ” Luck is what happens when preparation meets opportunity”

Don’t be afraid of “NO”

" No" is your friend. It creates an opportunity to counter.

There was an amazing, interesting  and almost global response to my last post “Let’s go girls…. negotiate”. All sorts of questions and issues were raised around gender differences  related to salary negotiation. Many complex topics were covered  connecting  cultural and historical barriers that prevent women stepping up to self advocate. But I’m not even going to attempt to address those wider topics here and just want to concentrate on the immediate and practical. I’m  also just going to focus on negotiating for a new job  and will  deal with existing situations  later,  although the principles are  still broadly the same .

So let’s deal with what can anyone  of us do.. NOW.

Women are relationship builders
One  of the first  points  raised was that women are  relationships builders and as a consequence we are not good at “winning ” individual encounters and are therefore disadvantaged from the get go.  So OK… let’s look at this in real terms.

Yes,  we are excellent relationship builders – but  all good  functional relationships I believe  are not about winning. In fact if anyone feels like a “loser”   in a deal  ( male or female) , my feeling is that  connection is predicated to be dysfunctional long-term.  Negotiation  is  ultimately about building a relationship. It is constructive communication between two parties to find a mutually satisfactory outcome. Women excel at win/win solutions. Do male managers really see all negotiations as adversarial? Wise and effective ones surely don’t. I have actually tried to find some management theorists who might support this line of thinking- but couldn’t locate any, except perhaps when discussing situations impacting international security- which we’re clearly not. And even in those cases, as we have historically seen, punitive negotiations don’t always work then either.

Many women  also wrote to me and to paraphrase said   ” … You don’t understand ….negotiating a salary is different to other  types of negotiations.”

NO it isn’t.

Be confident

This is about confidence.  Without confidence we will always find a way to lose, so it is important is to normalise and neutralise  the negotiation process in our own minds and to understand that  as women, we all do it, all the time without a second thought.  We just don’t even notice. Once we realise what an integral part negotiation actually plays in our daily lives, half the problem has been overcome.

 Test yourself:

1. The TV repairman says “ Can’t come for 3 weeks”

2. You have a 4 figure quote from a supplier for a job you feel pretty sure should cost 3 figures

3.  Your 15-year-old wants a party

So what do you do? Do you roll over and  wait for 3 weeks to get your TV fixed  and say to your contractor  “ sure  no problem I’ll pay over the odds for that job?” or leave town and  turn your house over  to your teen for an all night rave?  No. Of course not.

You negotiate.

You research the market, evaluate what you need doing, decide what you can comfortably afford to accept. If it doesn’t work you let it go or change.

So salary negotiation isn’t different.

By becoming a candidate you have already made that  psychological  commitment  to change and have taken that leap into the unknown. You have imperceptibly started the negotiation process.   You have researched the company,  identified your skills, know your value in the sector and must have marketed them well , because  here they are now wanting to make you an offer. You are in a good place! If the hiring company lose you,  they may have to start the process from scratch or fall back on candidate number two. That is an additional cost,  not just in terms of  search fees,  but also in terms of elapsed time before a new hire is effective , which equals lost revenue. They will have done their homework and will know what the salary range for your skill set is on the market.  Generally everyone  should  be looking for successful outcome. Most companies settle at least 10-15%  above the initial offer.

The pre-question

When I started selling,  my boss at the time, a guy called Mike Lowe, the best sales person I have ever met and a formative personality in my career and personal development, gave me a  simple  nerve conquering mantra before I embarked on any project. The pre-question.”What is the worst thing that can happen?”

Mike  also tried desperately hard  to teach me to ski where injury, pain and  death  featured in my option choices ( not necessarily in that order.)  But these  downsides, generally speaking, don’t tend to happen around a negotiating table discussing anything legal.

In any ordinary negotiation process, the worst  case scenario is  usually and I always  unhapppily thought,  pre “Mike” , was a firm ” no” .  But Mike also taught me that “no” is my friend and how to use it .

Make “no” your friend

So even within this negative messagethere is a  hidden bonus which can open up a dialogue and lead you to make informed decisions. So instead of fearing “no” – it’s now a word you feel extremely comfortable with. Take a lesson from your own kids. If you say no to a pre-schooler – what do they say ? Exactly.  ” Why? ”

Why” is now your other new door-opening  buddy.

It hangs around with “no”. It allows you to take each objection and calmly overcome them with your elevator sound bites, which incorporate all your CARS,  USPs and overall added value. So you love “NO.” It can work for you! The evolved adult  you  have become,  may not stamp her foot  like a five-year old  and petulantly pout “why”, but you will counter with something  more grown-up, neutral and reasonable like “What makes you say that?”

Mike  taught me to de-emotionalise  “no” and view it as a vital part of the process. It’s wasn’t about me. “No” doesn’t mean that my value or self-worth are  on the line and reduced in any way, or I’m some sort of mini failure.  It’s only about the transaction.

Research & preparation

But first you have to deal with  negative thinking   and examine the facts and take steps to avoid  being over come by fear ( False Expectations Appearing Real.) So research and preparation are key. Understand the economic viability of the company and know your own market value.

Silence

Mike also taught me about the use of silence. It’s the last member of the  “no / why” trinity. We women are not great at silence. But there are times when the prudent use of silence can be as effective as delivering a great elevator speech. Used wisely it is a great negotiating technique. Deliver your pitch …. and wait….and wait…. and wait….

 Fall back position

It maybe that you will not reach your  first goal  – but  you should always have a secondary goal  in mind  before entering any negotiation.  In the words of Karl Albecht  “Start out with an ideal and end up with a deal.”   If anyone in a negotiation situation that feels  their back is against a wall, trouble and resentment  are going to figure largely in their futures.

But if a compromise still  isn’t possible then  that leaves one  option – seriously consider voting with your feet.

Is it this  final step, which we as women fear most? That primal,  risk taking side to our personalities that keeps us in the metaphoric  “cave”  and prevents us taking that leap into the unknown which separates us from the guys?

The irony  is  of course ,  that  it is the ability and willingness to walk away which can be the single most powerful negotiating tool in any deal.

What do you think?

Special thanks to Wally Bock,    Ava Diamond, Colin Lewis, Rebel Brown , Susan Mazza,  Tim Douglas , Ellen Brown  Anne Perschel    Susan Joyce , Sharon Eden for stimulating contributions!

Let’s go girls … negotiate!

Why do women earn less than men for doing similar jobs?

This post became the first in a trilogy on women and salary negotiation.  See the sequels Don’t be afraid of “Noand “Cave in… or leave the cave” 

I’ve  come across a few  things in the past 2 weeks which have left me unfortunately,  pretty sad ,  frustrated and frankly in a state of confused wonderment.  It’s all centred around  the issue of gender  divide and salary. Or to put it less esoterically –  why do women earn less than men for doing similar jobs? 

 I’m not even talking about glass ceilings, women on boards or any other more complex and contentious  issues that are perplexing a generation of management gurus, where  there are whole biz school courses  and grad theses  devoted to the topic.  No, all I’m talking about is basics :  why does John  earn (x) and Jane earn (x minus )  for doing comparable work, when all other factors such as education,  qualifications, experience and age are equal.

Background

I started my early career  as a Corporate HR  trainee in the steel industry  when  the ability to legally  advertise lower rates  of pay for women was sadly  a pretty recent memory.  At that time trades-union officials would  even ask why there was a  woman at the meeting! True! In any negotiations  it was not uncommon for all the men  ( large numbers) to exit the  meeting room en masse,   leaving me with the metaphoric handbags, gasping in a Dickensian fug  ( smoking  in buildings was legal too)  to go to the gents bathroom. They would come back with  a resolution agreement which  bore only  minimal resemblance to the previous 2 hour discussion which I had religiously minuted on my crisp trainee notepad. I was left  bemused and bewildered. These were the days when feeling a hand on your bum in the  photocopy room  was par for the course and the term sexual harassment  hadn’t even been invented.

Has anything changed?

So imagine my distress when I found out that despite the passage of time (…. not saying how much) this sort of unequal treatment  seems to be ongoing.  Today, according to Janez Potočnik European Commissioner for Science and Research 60% of European graduates are female,  so in real terms women should indeed be a force to be reckoned with on  any job market. However,    I read a few days ago,  that I am living in a country which now holds 60th placing in the  World Economic Forum  table on the  Global Gender Gap rankings  sub index,  relating to economic participation and job opportunity.

Marcus Buckingham in the Huffington Post  tells us that  it is the failure of women to  actually step up  and negotiate which is at the root of the problem : “according to a study at G.E., men return to the negotiating table on average six times, while women average between zero and two” . Cumulatively over a career he estimates that this shortfall could mean as much as  $o.5m  loss of earnings in a female employee’s bank account.

In their book  Women Don’t Ask:  Negotiation and the Gender Divide,  Linda Babcock and Sara Laschever give some further worrying statistics about the context and long-term economic  implications of this passivity.

In Belgium, Isabella Lenarduzzi — founded  Jump,  an initiative  to  support women in the workplace  in Belgium,  which has achieved incredible success in providing a secure environment for women to pursue personal development.

Negotiation is a learned skill

But despite these efforts, unfortunately, as a recruiter I come across this discrepancy all the time with monotonous and disheartening regularity.   I do  believe that negotiation is a skill that can be learned and as a coach I have a segment  in my programme covering salary negotiation,   but  as divorce rates rise and single parenthood households are also increasing, the need for women  to work rapidly towards economic parity  is more signficant than ever before.

 So ladies,  consider this:

  • If a person cannot successfully negotiate for themselves it  can bring into doubt their ability to effectively negotiate for their company.
  • Ineffective or inconsistent negotiation practises leads to general vulnerability- not just in the work place . 
  • To be consistently paid less than the market rate  can indicate a lack of  lack of self worth  – as above,  leads to vulnerability.
  • Good fair negotiators are respected. Self respect fosters confidence
  • Despite what you think , there should be nothing you eventually can’t walk away from.

So what do you have to do to get to this happy place?:

  • Understand and be able to articulate all your areas of added value. This enhances self respect and confidence and increases your expectations, because you now believe in yourself.
  • Salary research  –  be aware of your own market place and know your value in it. Calculate any shortfall. Facts talk!
  • Don’t take any discussions personally –  get into business neutral.  Negotiation is only a process, nothing else.
  • Build a business case
  • Look at fringe benefits as well as financial incentives. Benefits can eventually have a high monetary value and also play an important role in work/life balance issues. There is a caveat in the sense that  generally benefits do not count toward pensionable earnings if there is a  scheme.  Factor this in fully.
  • Evaluate any rejection neutrally  – the question should be not be ” do you want to stay in this job?” – but  “when would be a good time to leave? My employer doesn’t value me”.   

If you discover that you are paid below the market rate , need to negotiate a salary to start a new job only to  find yourself struggling with that process you have 2 options only:  find yourself a career coach a.s.a.p.  or  find yourself another employer.