How does the hiring manager handle the negotiation?

A smart and leading hiring manager must have a clear understanding of the following "scenarios" in order to do a good job in salary negotiation and succeed in employment. If it helps, please adopt it.

Company development stage: initial stage, rapid development or stable development stage, etc. Different stages of enterprise development have different characteristics of talent demand and the degree of "solidification" of internal policy processes.

Corporate culture and values. What is the company's concept of employing people and salary?

Stakeholders in the company's policy process and business process. (Many multinational companies have many responsibilities in this respect, and the recruitment team, salary negotiation and Offer are all distributed in hrssc. )

Elements of total compensation and other related compensation knowledge.

First, an entrepreneurial company, sharing future value with employees!

Frankly speaking, startups are not all at the absolute disadvantage of "not much ammunition". On the contrary, startups have great flexibility in salary negotiation and payment form because they don't have too many rules and regulations, which can speed up the recruitment efficiency and process. The main reasons and motivations for mature job seekers to join entrepreneurial companies can be summarized as follows:

Independent and challenging work, can learn something;

Simple interpersonal relationship, smooth communication and efficient teamwork within the organization;

The company's vision is clear;

Have the opportunity to share the growth value of the company (original shares, stock options, etc.). ).

If a job seeker asks for a high basic salary in a startup, it is obvious that TA is an "immature" job seeker.

Now that we probably know the relatively common motivation of job seekers who are willing to join a startup company, the hiring manager must be able to clearly state the above four questions. What if you can't do it? There must be someone inside the company who can help you do it. This is a combination of successful attraction, salary negotiation and employment commitment:

In entrepreneurial companies, the management (founding members) of the company need to deeply participate in the business process of talent recruitment. A company can have no HR manager, but it can't have no recruiters. At this stage, the core value of recruiters is not salary negotiation and employment, but how to "discover" the potential talents needed by the company. Therefore, recruiters of entrepreneurial companies suggest that CEOs should hire "headhunting consultants" or recruiters of well-known enterprises in your entrepreneurial field!

At this time, the salary negotiation, employment strategy and employment process are basically directly decided by the business manager or the company management.

Fast-growing companies advocate the competitiveness of company compensation.

Fast-growing companies usually need a lot of talents. This stage needs different levels and categories of talents, innovative talents and general talents. Considering the stability and complementarity of the team, employee diversity is very important.

2. Why is it increasingly difficult for multinational corporations and large enterprises to attract talents?

The systems and processes of multinational corporations and large enterprises are very mature, and these mature systems are "negative energy" to some extent. The company's innovation is weak, and the company's stock rewards are worthless.

Internationalization can not only provide the development of management skills such as interpersonal communication, a large number of learning and training opportunities, and overseas work opportunities, but also IT companies can provide global mature technology and product platforms for engineers to learn. This is reflected in several aspects:

How to cultivate their cross-departmental and cross-team influence and leadership (product, R&D, testing, project, operation and other cross-departmental communication);

How to deal with the complexity and challenges of engineering technology;

How to get a real hands-on experience); Project participation;

…

Third, how does the hiring manager take the initiative in the Offer negotiation?

Because the job responsibilities and functional boundaries are too subdivided, the recruitment efficiency is very low, and the recruitment manager is usually faced with the problem of finding very suitable candidates. As a result, the candidate refused the Offer because of the rigid and inflexible Offer negotiation of the shared service center department (responsible for the review and communication of the Offer), and the hiring manager was very sad! In fact, hiring managers should take the initiative. How?

Obtain the real remuneration of the candidate from his former employer through external recruitment service agencies; (Because it involves privacy, it is best to ask for this information from an external organization, such as a consultant of a headhunting company), so as to make the salary negotiation "more symmetrical";

Accurately grasp the real motives and needs of job seekers;

Do a good job in the marketing of "F-A-B" and accurately state the challenge of the work itself; (For example, why does Microsoft advocate a small R&D team? The importance of the search team of Microsoft China R&D Group in global search products, etc. )

Make a comprehensive salary list of your company (non-monetization, welfare, holidays, subsidies, bonuses, etc.). ) make the negotiations more chips;

Master which are "variables" and which are "invariants"; ("variable": you can give more signing bonus, take the upper limit of salary at the same level, etc. ).