Scribd Logo
Upload

Welcome to Scribd!

  • 166 views

    Negotiation Practice Cheat Sheet

    Uploaded by

    Ram Namburi
    This document provides tips for responding effectively during a salary negotiation. It advises that silence can be an important tool, and gives examples of responses to common objections from employers that avoid simply accepting "no" for an answer. The responses aim to have the candidate explain their value and make a case for a higher compensation while acknowledging the employer's perspective.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Negotiation Practice Cheat Sheet

    Uploaded by

    Ram Namburi
    166 views3 pages
    This document provides tips for responding effectively during a salary negotiation. It advises that silence can be an important tool, and gives examples of responses to common objections from employers that avoid simply accepting "no" for an answer. The responses aim to have the candidate explain their value and make a case for a higher compensation while acknowledging the employer's perspective.

    Original Description:

    negotiation

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document provides tips for responding effectively during a salary negotiation. It advises that silence can be an important tool, and gives examples of responses to common objections from employers that avoid simply accepting "no" for an answer. The responses aim to have the candidate explain their value and make a case for a higher compensation while acknowledging the employer's perspective.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    166 views3 pages

    Negotiation Practice Cheat Sheet

    Uploaded by

    Ram Namburi
    This document provides tips for responding effectively during a salary negotiation. It advises that silence can be an important tool, and gives examples of responses to common objections from employers that avoid simply accepting "no" for an answer. The responses aim to have the candidate explain their value and make a case for a higher compensation while acknowledging the employer's perspective.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 3
    At a glance
    Powered by AI
    The text discusses the importance of using silence strategically in salary negotiations and provides sample responses to negotiate a higher salary when an employer's initial offer is too low.

    The text discusses using silence effectively, acknowledging the employer's perspective while still advocating for a higher salary that reflects one's experience and value, and agreeing to revisit negotiations in the future while still negotiating in the present.

    The text provides responses such as acknowledging budget constraints but arguing one's value exceeds standard candidates, focusing on long-term investment, and committing to a salary that offsets the risk of a lower initial offer.

    Negotiation

    Practice Cheat Sheet


    Pro Tip: Silence is your greatest
    tool in a salary negotiation.
    Don’t ramble yourself into
    taking no for an answer.
    Silence is golden.
    Negotiation
    Practice Cheat Sheet

    Pro Tip: Silence is your greatest tool in a


    salary negotiation. Don’t ramble yourself into
    taking no for an answer. Silence is golden.

    “Unfortunately we can’t afford to “It is a difficult situation, I would


    pay more in this economy, agree with you. Although I would
    that’s just the way it is” actually look at it as an investment
    in finding the right candidate for the
    position. In fact, I think that’s even
    more important in a down economy,
    because the right person can help you
    turn that around -- and that’s exactly
    what I can do. With that in mind,
    what more can we do here?”

    “We pay all our [Job Title] “I totally understand where you’re
    employees this much and that’s final.” coming from. Having similar pay
    among staff members of a similar
    job titles I can definitely understand,
    because (I know) that people talk,
    it could negatively impact team and
    culture dynamics -- I do understand.
    However, I do believe there’s is a bit
    of a gap here, and I need to consider
    the fair market value for this role.
    I’ve been seeing what the market
    is like right now, and it’s more in the
    $X-Y range. Can we work something
    out within this range?”
    “We have a standard process for “Absolutely, and you’re wise to do
    determining who makes what, that. A standard process definitely
    and this is the number we makes sense as a starting point.
    came up with.” Yet, I think I’ve demonstrated that
    what I bring to the role goes above
    and beyond the ‘standard candidate’
    -- for example, we discussed
    A, B and C. So I’d like to talk about
    a range of compensation that
    matches those differences.”

    “Why don’t we discuss this later?” “We can absolutely re-visit this in the
    future, and I thank you for wanting
    to do that. I completely get the need
    to evaluate based on performance,
    in fact I agree with that method.
    That being said, I would like to take
    some time now and discuss this a bit
    further today, because -- while a
    conversation in (later) in 6 months
    would be great -- I would still be
    taking a risk coming in at this level
    of compensation. I’m not saying
    I need $X, (the whole asking amount)
    right now, but I do need to commit
    at a level of compensation that offsets
    that risk and reflects my current level
    of experience.”

    “It’s not in our budget.” “Boy do I understand!” I’ve been in


    your position before and when times
    are tough and you have a budget to
    work within I get it! I agree that for an
    average candidate a budget is a
    necessary place to start. The thing is
    I know that I will make an above-
    average impact in this role. The
    purpose for me taking this job would
    be to make an above-average
    contribution and I would ask that
    coming in my salary reflect that.

    I can also understand that hiring the


    wrong person for you is a risk, and with
    that said an investment in the right
    person can save you a lot of money
    in the long term.

    You might also like

    pFad - Phonifier reborn

    Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

    Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


    Alternative Proxies:

    Alternative Proxy

    pFad Proxy

    pFad v3 Proxy

    pFad v4 Proxy