Jason Monastra

My life and thoughts out on the web

Negotiation.  A concept where two people present two perspectives, normally coming to meet in the middle with a consensus that meets the needs of both parties.  Compensation negotiations are discussions that offer the most time for someone to impact their financial well being previous to accepting an offer.  The key in these discussions is not to keep this material to the end of the process.  I have reviewed numerous scenarios where companies have interviewed and offered positions to professionals, only to have them turned down or countered with compensation expectations that are outside the budget capabilities of the company.  If you are truly interested in the position, compensation expectations should be enumerated earlier than the day of the offer.

Understanding when, where and with whom that these discussions should take place is a key part of the process.  If you have a recruiter assisting in the process, that can be a strong voice in your corner to assist with getting your point across without upsetting the client.  If not, knowing the manager or the HR professional and their personalities can be beneficial for the compensation discussion.  Information during the discussion is key as most companies have internal grading structures that they use to earmark positions and the compensation.  Here are a few steps to think about during the conversation discussion:

1. Determine the need of the position.  How long has the company been looking?  Is this a critical role for the success of the org?  What happens if they do not fill the position?  Is the skill set you provide in high demand currently?
2. Position fit in the company.  Learn how this role fits into the company hierarchy?  What grade or level has this position been assigned and why?  Are there people reporting to this position?
3. Hiring Manager.  Personality is key here.  How is the rapport between you and him/her?  What is his/her personal value on the role?  Is he/she impacted directly with extra work if the role is not filled?
4. Budgets.  What can they pay and why?
5. Peer comparison.   What are people in other companies making?  What are people in similar roles within the company making?  What are people in your geographical area making?

All of these components you might not know but you will be able to gather a good amount of these facts during the interview process and you can do salary comparison information on the internet.  Lets take into consideration the above mentioned facts.  The position within the company.  If this is something the company has been looking for over the past 6 months, their need might be high realizing they have not been able to locate the right person.  You provide the skill set, leverage that to get the best possible offer.  One of the best is position fit in the company.  A great deal of companies have rankings or grade levels for roles that have assigned compensation metrics.  Rather than re-inventing the wheel to get a out of scope offer, discuss the position and how your skill set offers more than the position requires therefore providing the argument to grade the position higher (much easier process than getting an out of scope salary).  Know the person hiring for the role.  If the hiring manager is working extra hours and dragging behind due to the role being not filled, discuss it.  He/she is much more likely to consider negotiating to get some of the work off their plate.  Money is key, if the budget can’t afford it - no amount of negotiating will effect the final decision.  You might need to look at other non-cash compensation like extra vacation or personal days, maybe even flex time.  Peer comparison is a large factor when it comes to HR.   HR does not want to be the lowest paying folks in the neighborhood and if you can present raw data showing their competitors paying what you are looking for, you can develop a solid case for yourself.

This is an ongoing process and should be something you begin when you are aware that the position is real and the company has interest.  Gather the information you need as soon as you can get it.  Understand where the company is targeting and if the compensation is not aligned, address it with your recruiter or manager when the appropriate time presents itself.  Do not let it get down to the 9th minute and throw this on them, they will think you have been holding back on them and are trying to leverage your position.  That is never a good strategy.  Discuss compensation mid way through the process.  Build value in yourself and your ability to do the position, then compensation is easier to discuss.  Enter the conversation too early and it appears that all you care about is money and the interview ends.  Use HR and your recruiter when you can to gather information outside of the interview, learning about the position and the company so you can be prepared for the conversation when it surfaces.  All in all, be prepared and professional in your presentation letting the employer know you are looking for market value and a fair offer based on the skills and the position they are recruiting for.

I get a lot more than the norm lately about keeping the relationship with one’s current employer when leaving a role.  Leaving on good terms and keeping a relationship.  There are a lot of inquiries how to do it, why it should be done, should they do it or not, etc.  Putting the obvious to rest, YES keep the bridge alive and well structured.  No one knows what the future lies, what company will be bought by whom, what manager will be running what when, and who will wind up being your co-worker next.  Relationships are critical to the success of anyone’s career and effectively managing those relationships is just as important as developing them.

A few points to recognize:

• Always keep a favorable relationship strong with your current and post employers.  With increasing demand of scrutiny with the hiring process, references and background checks, along with supervisor calls and general awareness of ones past is increasing.  That person that you leave high and dry to fend for themselves could derail that offer you just got.  I have personally seen offers that have been retracted or not extended based on how the company has perceived a person treating their current employer. 
• Transition and make sure you are available.  I see a lot of people become ghosts during their two weeks or whatever transition period is required.  Do not make that mistake.  Be open, available, and treat the time as you did when you worked there, if not better.  Make the boss understand why he/she is going to miss you and let them know if there is anything after you leave that is not handled, feel free to call you or email so you can assist. 
• Tie all the loose ends with things that are unsettled, business and business relationship in origin.  Close all the books, whatever projects you were responsible for make sure they are covered and effectively handed off.  Document everything and provide that to superiors previous to leaving.   In addition, if there was a personal relationship, office gossip, or just general disgruntling….humble yourself and settle it.  You want that over and done previous to leaving.  People speaking after you leave, dropping bombs about you to your boss after departure are not good.  The last thing someone hears about you is the first thing recalled…so make sure it is all good especially when you are not there to talk.
• Clean your space.  No one likes a pig.  A simple and clean workspace shows thoroughness in your work ethic and it also allows the person coming in to enter with no remnants of the previous person.

When you leave, say the appropriate goodbyes, maybe take someone to lunch, and be sure to thank your boss and others for the opportunity to work with them.

The exit interview will come not too far after you leave.  Be confident and truthful in your reasoning and answers but do not damage your relationship with the company when you leave.  Speaking harshly and disparaging about people during this process will get you a “not eligible for rehire” whether they mark it in your file or not.  HR has a tendency not to forget.  Write a card….written correspondence is much more effective than email or a phone call.  Ask how the company is doing, if there is anything you can do to assist and include a business card with your new information.  Make sure they know you desire to help if they need it and that they are still on your mind.

One thing is for sure, do the above steps and you will certainly remain on their mind well after you have left the company.

The Center for Disease Control has issued a medical alert about a highly contagious, potentially dangerous virus that is transmitted orally, by hand, and even electronically.
This virus is called Weary Overload Recreational Killer (WORK).
If you receive WORK from your boss, any of your colleagues or anyone else via any means whatsoever - DO NOT TOUCH IT. This virus will wipe out your private life completely.
If you should come into contact with WORK you should immediately leave the premises. Take two good friends to the nearest grocery store and purchase one or both of the antidotes - Work Isolating Neutralizer Extract (WINE) and
Bothersome Employer Elimination Rebooter (BEER).
Take the antidote repeatedly until WORK has been completely eliminated from your system. You should immediately forward this medical alert to five friends. If you do not have five friends, you have already been infected and WORK is controlling your life.

LOL….I think we need more of this lady.

Lawyers should never ask a Mississippi grandma a question if they aren’t prepared for the answer.
In a trial, a Southern small-town prosecuting attorney called his first witness, a grandmotherly, elderly woman to the stand. He approached her and asked, ‘Mrs. Jones, do you know me?’ She responded, ‘Why, yes, I do know you, Mr. Williams. I’ve known you since you were a boy, and frankly, you’ve been a big disappointment to me. You lie, you cheat on your wife, and you manipulate people and talk about them behind their backs. You think you’re a big shot when you haven’t the brains to realize you’ll never amount to anything more than a two-bit paper pusher. Yes, I know you.’

The lawyer was stunned. Not knowing what else to do, he pointed across the room an d asked, ‘Mrs. Jones, do you know the defense attorney?’
She again replied, ‘Why yes, I do. I’ve known Mr. Bradley since he was a
youngster, too. He’s lazy, bigoted, and he has a drinking problem. He can’t build a normal relationship with anyone, and his law practice is one of the worst in the entire state. Not to mention he cheated on his wife with three different women. One of them was your wife. Yes, I know him.’

The defense attorney nearly died.

The judge asked both counselors to approach the bench and, in a very quiet voice, said,
‘If either of you idiots asks her if she knows me, I’ll send you both to the electric chair.’

ROBBERY
 
A man with a gun goes into a bank and demands their money. Once he is given
the money, he turns to a customer and asks, “Did you see me rob this
bank?”    the man replied, “Yes sir, I did.” The robber then shot him in the temple,
killing him instantly.
 
He then turned to a couple standing next in line and asked
the man, “Did you see me rob this bank?”  The man replied, “No sir, I
didn’t, but my wife did.”

I have had some bad days at the office but I am not sure if it has ever been this bad….LOL.  I think we need to discuss some anger management.

http://glumbert.com/wii/view.php?name=baddayoffice