职场英语：End of Negotiations

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ideally an optimum time for a salary negotiation could be determined. its a nice thought to consider. if you were monitoring the situation constantly, from the hr side of the fence, you would know that the time is right to stop negotiating.

you would, wouldnt you?. then youd insist that this is your panys final, final offer.

probably not. the truth is that only a professional negotiator can monitor all of the factors in any given negotiation process. the rest of us amateurs need to determine beforehand what criteria we will use to decide when it is that we will stop negotiating. so we need to set our criteria early.

the constituents of the pensation package on offer to the candidate are largely numerical and they can easily be written down as:

the minimum pensation items you think will close the candidate. the parameters of this will be defined by internal equity and the market rate for the position. salary data in china is rarely a secret so you he to keep your offer within existing staff salaries. or at least not too far outside.

the pensation items that you might he to offer and you can play with. these could include tax-free allowances, bonuses, training, overseas trel, pany car, and so on. once you can get past the basic hygiene factor of salary, and it truly is just a hygiene factor in china, you can often close the candidate by supplying the very thing they are looking for.

the mitments that you must he as a minimum, such as a two year contract or re-location to your new factory in shenyang.

as you negotiate with the candidate you can simply refer back to this list to see how you are doing, and what items you can add and subtract. thats the easy part.

equity balance

at the end of the job offer negotiation process the balance that should be achieved is between the financial and other moary rewards that are on offer to the candidate, and the value-added that they bring to your pany. think of it as buying a product or service. if you had to pay for this service would you pay the price?, i.e. the salary that will get you the benefits this candidate offers.

but there are also non-moary benefits that accrue to you from hiring someone. a strong candidate offers value over and above the position on offer. they can fill in gaps in management teams, get access to customers that he been closed off for years, or solve design problem that he seemed intractable to your existing team.

new employees can also coach existing staff and act as a leader or father figure. all of these issues need to be factored in and perhaps the best way to do this is just write it down. the title of the page would be what intangibles does this person bring to our pany?

when the pensation package you are offering is low enough for you to want to buy the total sum of tangible and non-tangible benefits that the candidate offers, then you should sign. hopefully it will be at a level that is high enough for the candidate to want to sign as well.

and well within the parameters of the new labor law.