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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
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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
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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
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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)
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Processing Information Exchange
What to share
What NOT to share
Dialogue
Listening & asking the good questions
Speaking & giving the good answers
HOW?
Communication
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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]