negotiations at a job interview

7/31/2019 Negotiations at a Job Interview

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A very short introduction

1. Introduction ESSEC IRENE

2. Using negotiation skills at a job interview

3. Questions & Answers


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ESSEC IRENEs Three Missions:

Research, Fieldwork, Training

RESEARCH

More than 60international conferences

A MonthlyResearch Seminar

Visiting ScholarsPhD Students

Publicationsbooks

journal articlesworking papers

CD-ROMssimulationscase studies

FIELDWORK

Negotiatorsof the World

IRENEs programsdedicated to mediationand reconciliation efforts inpost-conflict countries or

fragile societies

EDUCATION

+2,500 people a year

Half in higher educationinstitutions

ESSEC, Paris UniversitiesENA, ENPC, etc.

Half in continuingeducation, worldwidePrivate Corporations

Governments

International organizationsEuropean Commission,

WHO, UNDP, UNITAR, etc.

Activities in 60 countries so far - 2010: ESSEC IRENE ASIA in Singapore


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Executives

YOU Colleagues

Customers

Government

Regulatory

Authorities

EXTERNALLYBusiness

Partners

INTERNALLY Teams

Negotiation is everywhere

And in your private life

NGOs


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The process leading up to being invited for a job interview

and finally, the salary negotiations, do contain many of thetypical characteristics of a negotiation. In your daily life there

are many so-called negotiation situations.

First look at a little bit of general theory

In any job interview you try to sell yourself; convey

messages, building a relationship, come to an agreement

- Good balance between assertiveness and empathy

- Active listening- Active speaking

- Building trust (be honest, even show weaknesses, be willing to

take risks, cooperative attitude)

- Create value together, and then claim

- Closing the negotiation


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STARTING WITH KEY QUESTIONS

In this situation, what is my objective?

What is my strategy to achieve this objective?


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THREE DIMENSIONS

OF ANY NEGOTIATION

WHO? The PEOPLE involved

relationships, cultures, identities, emotions/passions,

psychology/ego

WHAT? The PROBLEM at stake

the substantial issues, the questions to be solved

HOW? The PROCESS of the negotiation

organisation, working methods, timing, agenda


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ON THE PROBLEM:

Tension between cooperation and competition

Two opposing strategies (Nash, 1950; Lax & Sebenius, 1986):

Through cooperation, the negotiator helps create joint greater

value (value creation).

Through competition, the negotiator secures a better share ofthis value for himself (value distribution).

The negotiators dilemma (Zartman, 1976).

the tougherthe negotiator, the greater the probability to get thebetter share, but the lesser the probability to strike a deal at all;

the softerthe negotiator, the greater the probability to get a deal,

but the lesser the probability to get a fair share


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ASSERTIVENESSEMPATHY then

PUTTING THEM

IN MY SHOES(their impact on me)

PUTTING MYSELF

IN THEIR SHOES(my impact on them)

then

ACTIVE

SPEAKING

ACTIVE

LISTENING then

A Second Sequence as to PEOPLE, to overcome the gap between Intents &

Impact


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THREE STAGES OF NEGOTIATION

The negotiation itself, of course.

But before that: preparation is essential

And after: the debriefing


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3 DIMENSIONS, 10 ELEMENTS TO PREPARE

PEOPLE - Who?Interpersonal RelationshipVertical Relationship: the Mandate

Stakeholder Mapping

PROBLEM - What?Core MotivationsSolutions at the table (options)

Justifications

Solutions away from the table (alternatives, plan B)

PROCESS - How?Organization

Communication

Logistics


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NEGOTIATING in a JOB INTERVIEW

A-typical negotiation?

You can either decide to negotiate at an interview or notOnce they have psychologically chosen you, you can start to negotiate

about salary etc. So only when the offer is made, not before!

Be prepared to Negotiate when they offer you the position.Have a comprehensive view, a package, ready before you start

(Secondary benefits?)

What do you bring to that company in value? Selling points (education,experience, maturity, performance under pressure and ability to fit in are

assets).

Research on pay policy, financial soundness of the organisation

Know your market value!


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Negotiating your salary

Dont make it look like you are bargaining!Dont make demands (positive framing. ..Could you..?

Only at the very end!

Have 3 numbers: Optimal Aspiration Value (Anchor), Target

Value, Reservation Value (Red line)

What is my plan B? B.A.T.N.A

Justifications: Based on my assets and experience

Use benchmarks

Your employer doesnt care WHY you need the money, they careabout what you can do for them


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Difficult questions

How much did you earn before?Dont lie but give a range. I am confident that I am in your range

Answer questions with a question

- I was very well compensated for my responsibilities. what is your

organization's range for this position? (puts THEM on defensive)

What salary are you expecting?Postpone until the end (ask more questions)

He who speaks first, losesIf you have to give a number, then better give a range

or say: I am willing to discuss on a salary when there is an offer to

review


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CLOSING THE MEETING

Emphasize on your motivation

If they make an offer, say that you need to think about it

If you are not happy:

Based on my abilities, I was expecting a bit more..

After having reviewed the whole package, I think it is a bit below

my expectations DO YOU HAVE ROOM TO MOVE?

Always close on a positive note


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AV for buyer RV for buyer

RV: Reservation Value

AV: Aspiration Value

ZOPARV for seller AV for seller

THE ZONE

OF POSSIBLE AGREEMENTS



ANCHORING FIRST?

Reason ofanchoring first?

Works as an "anchoring" for the other

Becomes a reference for the "negotiation dance"

Reason ofnot anchoring first?

Risk of asking "less" than what the other is ready to offer Too pessimistic aspiration

Risk of asking "more" than what the other considers reasonable

Excessive aspiration (out of ZOPA or out of the market)

Solution?

Get as much information as possible first in the preparation

at the table

Then if you decide to anchor first, anchor above your aspiration value, still being

able to justify this with an objective criteria, and while measuring the risks of

excessive anchoring



FACTORS HELPING JOINT GAINS

COOPERATIVE MOTIVATIONAL ORIENTATION

UNDERSTANDING OF EACH OTHERS PRIORITIES

AND PREFERENCES BY SHARING INFORMATION

MODEL OF TRIAL AND ERROR

Asking questions and being willing to share risks Making and asking for offers

Searching for other solutions

Proposing different solutions equivalent for you

AVOIDING THREATS & POWER FOCUS



Everything I/the other can do UNILATERALY if there is no

agreement

What helps each party judge any possible solution at the table What increases my/their power in a negotiation

What needs to be worked on (not fixed)

Among these alternatives, know yourBATNA

= The Best Alternative to a Negotiated Agreement

WHAT?

Solutions Away From the Table (SAFT)



Processing Information Exchange

What to share

What NOT to share

Dialogue

Listening & asking the good questions

Speaking & giving the good answers

HOW?

Communication



1. Listening with all the signs of attention2. Integrating the others speech

while suspending my internal voice

3. Paying attention to what is said and not said

4. Taking a few notes, if necessary

5. Restating (looping)6. Asking the other to correct my understanding

7. Checking what was missed in the first place

8. Asking clarifying questions

9. Getting validation of my understanding

10. Closing the listening stage


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Thank you!!

Author: Frans [email protected]

negotiations at a job interview

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