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Take The Drama Out Of Salary Negotiations: The How-To for Recruiters


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Amy Miller - Technical Recruiter, Microsoft

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Take The Drama Out Of Salary Negotiations: The How-To for Recruiters

  1. 1. Take The Drama Out Of Salary Negotiations: The How-To for Recruiters AMY MILLER TECHNICAL RECRUITER, MICROSOFT ABOUT.ME/ALARECRUITER
  2. 2. Assume Good Intent
  3. 3. Salary Negotiations  The psychology of the salary  How to work within your organization’s parameters and compete  Setting the stage for positive negotiations  Make the Hiring Manager and Candidate your ally in these discussions  Leveraging data for better decision making
  4. 4. What Does Salary Mean To You?
  5. 5. What’s the Problem?  An adversarial mindset  “Us against Them”  Common HR / Recruiting myths  Really, REALLY bad advice Guess which one is the recruiter?
  6. 6. What does the internet say about Salary Negotiations?
  7. 7. What do the “experts” say?  “We know negotiating is tough and often unpleasant work. But it's also necessary if you want to be paid fairly, get a raise or snag that promotion.”  “There is one, and only one, time to discuss salary in any detail: when they say they’re ready to make you an offer.”  “It’s unfortunate that women can’t aggressively ask for what they want and deserve without being perceived as a shrew or she-devil. Maybe someday. Until then, it’s better to work around the double standard.”  “According to a recent study in the Journal of Organizational Behavior, failing to negotiate on an initial job offer could mean missing out on over $600,000 in salary during a typical career.”
  8. 8. Expert Advice?  If the company asks for a number on the application, leave it blank.  When the company verbally asks how much you'll take, you say, "I'm much more interested in doing [type of work] here at [name of company] than I am in the size of the initial offer." [the author] says this will suffice about 40% of the time.  If the company asks a second time, your answer is: "I will consider any reasonable offer." This is a polite stalling tactic, and this will work another 30% of the time.  About 30% of the time, you'll reach this final step. Again, your response is a polite refusal to answer the question: "You're in a much better position to know how much I'm worth to you than I am." This is your final answer, no matter how many times the company tries to get you to go first.
  9. 9. Questions to ask yourself  What is my range for this role/team/org? Where do I have flexibility?  What does the labor market say about this?  What’s in my favor? (strong salary, excellent employer brand, cool mission)  What are my landmines? (low compensation, unrealistic HM requests, location)  What is my “pitch”? – factor in pros, cons, leave room for candidate wants/needs  What is my personal discussion style?
  10. 10. Setting the stage with the candidate  When is the right time to talk money?  Questions you can ask  Why it matters  Navigating pushback
  11. 11. When is the right time to talk $$?  Early, often, and specifically  We have a role / team in mind  If the next conversation is with the business
  12. 12. Frame the conversation  “At some point, we are going to have to discuss money. I know many people are not comfortable with that discussion, especially so early in the process. Do you have any thoughts on it at this stage, or specific questions I can answer for you?”  “I will have more definitive numbers once we identify the role and team, but would it be helpful to talk ballpark ranges?”  “The most important thing is that we don’t get through an interview with a lack of information, causing frustration and missed opportunities for both you and the team. What do you think?”
  13. 13. The Results…
  14. 14. Results  Two week period  12 candidate screens  66% of candidates provided valuable information  Two candidates provided current & expected comp  1/3 did not disclose, but the stage is set
  15. 15. Navigating Pushback  Explain why you’re asking  Empathize / understand  Turn the conversation to the market - what’s reasonable? How does this fit their view?  More than just base salary – other compensation elements  Decide if you CAN move forward, and how  Transparency with hiring managers
  16. 16. After you. No, after you!  Does it REALLY matter who goes first?  Establish trust and credibility  Be conservative, but HONEST  Conversation starter  Transparency at every point
  17. 17. Bringing It All Together
  18. 18. Partnering with your candidate  Cover components of the offer, how does that compare to existing comp and / or other offers?  I can’t beat what I don’t know  Weighing important factors – bonus, stock, relocation, sign on, benefits – all must be taken into consideration  Confidential conversations – be a trusted advisor  Objective tools, salary insights
  19. 19. The Pre-Close  “Has anything changed since we last talked?”  Revisit target comp discussion, expected / conservative salary ranges  How is the candidate “showing up” during the interview? Senior level money demands senior level interview – act accordingly
  20. 20. Negotiating with Hiring Managers  Let the data speak for you  Keep track of previous offers, company norms  If asking for exceptions, be prepared to make your case  Competitive offers, information  What happens if we lose?
  21. 21. In Closing (see what I did there)  Always assume good intent  Transparency is key & sunlight is the best disinfectant  Remember YOU are the expert – coach, educate, and influence  Helpful links  free & paid resources, hard to navigate  user generated content, YMMV re: validity of data  more intuitive, lots of questions, log in required  gov’t site, labor market statistics including career outlook  Job Offer Evaluator – Fidelity plug in current / proposed comp, factors in relocation, additional perks, etc.
  22. 22. Thank You!