Volume 104, Issue 7, July 2004, Pages 1064-1068
doi:10.1016/j.jada.2004.05.201 | How to Cite or Link Using DOI Copyright © 2004 American Dietetic Association Published by Elsevier Inc. | Cited By in Scopus (0) | Permissions & Reprints| |
Practice Application: Business of Dietetic
Salary and compensation negotiation skills for young professionals1 and , 2 Robin L Pinkley
Available online 20 June 2004.
Referred to by:| | Salary and Compensation Negotiation Skills for Young Professionals Journal of the American Dietetic Association, Volume 107, Issue 4, Supplement 1, April 2007, Pages S23-S27, Robin L. Pinkley
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Barriers to negotiation
The question of salary
Steps to success
What distinguishes the best negotiators, the class of negotiators called master negotiators, from others who have lots of experience but do not bring back the kinds of outcomes that master negotiators bring back? Masters are distinct from other negotiators in that they have a very firm objective—to maximum their own gain. Normally, people want to find an outcome that maximizes joint gain. When the objective is to maximize joint gain, what people end up doing is measuring it in terms of “when-when” or “happy-happy,” which would be fine, except happy-happy is really, “can you live with it?” Both parties work to obtain their bottom line. Having obtained it, they are satisfied and they quit. Joint gain is a counterproductive objective. Not only does it decrease the gain that you get, it actually decreases the gain to the employer. Master negotiators have the objective of maximizing their own gain, and then using the best of the win-win strategies, which are strategies for finding ways of enhancing joint gain. Salary and compensation negotiations are the most important negotiations in your life. They affect professional and personal well-being, and the objective should be to maximize your own gain. Secondly, master negotiators have a clear plan for maximizing their own gain. What they do is very simple. Master negotiators recognize that they have to partner with the other side. They have to manage not only themselves in their own strategies, but they have to manage the other side’s strategies in order to take them to where the master negotiator wants them to go. In addition, master negotiators use a very flexible strategy while having a firm objective. Master negotiators pull from the best of the creating strategies and the best of the claiming strategies, to apply them specifically to the person with whom they are negotiating, the circumstances of the negotiation, the boundaries around and limitations of that negotiation, and the kind of negotiation they are doing. Everything effective negotiators do falls into these categories. Convince the employer that you’re the best candidate; you’re the one they really want, and do so in a way that is respectful and constructive. Constructive negotiation means being honest and being straight-forward. Being honest does not mean being timid; it means telling the truth clearly and accurately. You need to be interested in problem solving and try to constructively brainstorm to find the best solution for yourself in such a way that it translates into utility for the employer. That, in a nutshell, is what effective negotiators do. Negotiation perspectives
Most negotiators who are considering negotiating salary and compensation tend to fall into a couple of different categories. In Perspective A, negotiators don’t want to come across as greedy by asking for too much because they want to start on the right foot and have a good relationship with their employers. In Perspective B, negotiators believe they can do this job better than most people because of their personal skills, education, and experience. Headhunters and recruiters, even the ones who don’t negotiate,...