How to talk about salary during the interview? See how the recruiter does it, maybe you will know.

I don't know, the most difficult tug-of-war is often in the next stage-salary negotiation. If it is not handled properly, it may be wasted. Salary negotiation is the key to recruitment and success.

First, break through the misunderstanding of ideas

Too much consideration and accommodation of the psychology and emotions of candidates is the primary misunderstanding in salary negotiation. There is no need to give up automatically for fear that the candidate is unhappy, because such a candidate is immature and not worthy of pity. From beginning to end, the most important goal for hiring managers is to recruit talents according to the company's salary system. Instead of recruiting people with the salary that the applicant is satisfied with. Some hiring managers regard candidates as customers, which is not appropriate in salary negotiation, because customers will never be satisfied. On the contrary, let the candidates realize that the management concepts and principles of the enterprise are more important, attach importance to talents rather than moving talents, and clearly tell the candidates what the enterprise can and cannot meet, so as to ensure that talents can truly integrate into the enterprise and recognize the management mechanism of the enterprise, instead of changing the management mechanism of the enterprise because of individuals.

Salary negotiation is not salary negotiation, but actively influences candidates according to the company's salary system. Therefore, hiring managers must stick to the bottom line of corporate salary, don't change jobs easily, and don't change their salary system at will, because companies have to recruit suitable talents, including suitable salary. Even if it needs to be adjusted, the non-core part should be flexible when the core part remains unchanged, and the hiring manager must maintain the relative rigidity and stability of the salary system. Therefore, the hiring manager should regard himself as the role of Party A and take the initiative to attack, instead of becoming the role of Party B, so that the other party can easily influence his judgment on salary. Once this happens, it is the beginning of a failed salary negotiation.

Second, successfully talk about the four steps of salary (1) "pressure"

It is to give appropriate psychological pressure to the candidates, reduce their psychological expectations, and let the other party treat the salary pragmatically and rationally. It is very important to find out the bottom line of the other party's salary at this stage. In the recruitment process, it often happens that the hiring manager is intimidated by the high salary of the original company provided by the applicant. In fact, the information in salary negotiation is asymmetric, and more than 90% of candidates will have floating or exaggerated elements when proposing salary, so hiring managers should dare to question the authenticity of their salary information. This is a subtle game of information and psychology. Whoever has more information will gain more psychological initiative.

1, intervene in the early stage of recruitment to talk about salary. Infiltrate the consciousness of salary negotiation in the preliminary examination stage, gradually understand the salary situation and psychological bottom line of the other party, and even conduct preliminary negotiations. Because there are many competitors in the initial test, candidates pay more attention to the overall strength and working platform of the company. In order to get the "admission ticket", he will not raise his salary too high, but he is willing to make some concessions. At this stage, the hiring manager can "lock" the other party's salary as soon as possible to avoid deliberately "lifting" the salary later. Therefore, moving the "front" of salary negotiation forward can gain more initiative. In addition, at the time of the initial test, you can inform the applicant that there are employees working in your company (that is, the company can do salary surveys at any time), and you can also prevent the applicant from asking for exorbitant prices; Enterprises can also require applicants to provide proof of income of the original company, such as salary slips. The above methods can give each other a psychological warning and hint.

2. Split the original salary structure. When a candidate offers a high salary, more information can be analyzed by specifically splitting his salary structure. Generally speaking, the fixed salary split from the higher annual salary is not necessarily high, because a considerable part is floating salary or expected income; The fixed part is the part that candidates need to support in their daily life, which is the bottom line that candidates can accept theoretically. The hiring manager must fully understand the income of the candidate and ask him carefully about his fixed salary, performance salary (month, quarter and year), bonus and commission, allowance, stock options and welfare. Also ask whether the salary is before tax or after tax. Emphasis should be placed on the salary that candidates can get, because it represents their security needs. As the second step, the uncertain part is the incentive part, and enterprises can consider various ways to meet it.

3. Inform the principle of fixed salary. Some candidates think that enterprises can set wages according to their original wages and expected wages, which has great flexibility, so they often think that enterprises will pay wages equal to or greater than the original wages. At this time, the hiring manager needs to clearly inform the candidates that the salary must follow the company's salary system, and the enterprise will also consider the internal salary balance while considering the external competitiveness; The original salary can be used as a reference, but it is definitely not the only basis; The company's salary system is determined on the basis of rigorous salary survey.

4. Weaken the importance of candidates. Emphasize that there are many candidates in the company competing for this position, and the company is comparing and measuring, which can effectively reduce the chips of candidates. (2) "pull"

If "pressure" is to "avoid shortcomings" and "pull" is to "become stronger", that is, to highlight the selling points of the company and weaken the candidates' attention to salary.

1, displaying "Total Compensation"

Many hiring managers only talk about salary for salary negotiation, and the content involved is only related to salary, which is actually very unwise, because it will make candidates focus all their attention on salary, and many core values of the enterprise have not been discovered and recognized. There are many factors that affect the career change of talents, including company brand, work platform, salary and welfare, working environment and so on. The hiring manager should extract the selling points of the enterprise as much as possible and show them to the candidates step by step, so as to enhance their confidence in the enterprise and enhance the overall attraction. The more attractive this is, the more chips will be on the salary negotiation scale. For example, the company's scale and brand, management system, work challenges, work authority, working environment, welfare protection and so on. -The talent selection of an enterprise is the result of comprehensive scoring, and these items are all possible scoring points.

2. Describe development expectations

Inform the other party of the development prospects available in the enterprise, such as career development channels and salary promotion. And give practical examples of internal employees to guide candidates to look forward. Some hiring managers think these words are unrealistic and need not be mentioned, but it is these things that reflect the potential needs of candidates, which will enhance their psychological insurance coefficient and help them make decisions. The recruitment manager is the window for the candidates to understand the corporate culture and human resource management mechanism, so he needs to convey the advantages and characteristics of the company management mechanism (especially the employment aspect) to the candidates. The hiring manager must have confidence in the company first, and the candidates will have confidence in the company. For example, if you believe that the salary paid by the company to the applicant is reasonable and the platform for the applicant is good, the applicant will believe this.

3. Grasp the demand point and have strong influence.

Each candidate values different factors, so salary negotiations should focus on the needs (weaknesses) that the other party is most concerned about, which can often open the door to success in the negotiations. So how to identify the needs of candidates? On the one hand, we can analyze the reasons for his resignation, which is the part that he is not satisfied with in his original company. During the interview, he can ask the other party what they are most dissatisfied with the original company, such as salary and benefits, job stability, exercise opportunities, work authority, team atmosphere, working time and place, whether to work overtime or not, and even the length of probation period. These may be issues that candidates care about. In addition, the applicant's initiative to ask questions is also his concern. It is very effective to seize these demand points to exert influence and make appropriate attractive measures. For example, if someone is very concerned about the time and salary of the probation period, they can adopt the same methods such as shortening the probation period, probation period salary and regular salary, which is likely to win the trust and favor of talents. (3) "Relying" and "Relying" refer to putting yourself in the other person's shoes and impressing him with emotion according to the psychological state of the candidate. People are emotional animals, so we should apply both hard and soft measures in the negotiation process, especially when the salary negotiation is deadlocked or the candidates are hesitant, emotional persuasion may play a catalytic role.

For example, caring about each other's career planning and development, caring about each other's life needs stability, caring about each other's economic pressure, caring about each other's family staying away from the workplace, etc ... The hiring manager will take the initiative to help the candidates analyze and solve these problems, and the other party will be emotionally biased towards your company. "hidden"

This is a skill of salary notification, which deserves attention in the way of notification. I have seen a hiring manager put a calculator next to him during salary negotiation, not only telling him the annual salary, but also helping him to calculate in detail the monthly fixed salary and quarterly bonus he can get before and after tax. As soon as the results came out, the candidate intuitively felt that the salary was too low, so he rejected the current company. This practice is taboo, and it is easy to guide candidates' concerns to narrow numerical comparison.

If the salary of an enterprise is not very competitive in the market, you can tell the candidate a competitive data (annual salary or monthly salary), and other relevant data can be obtained by telling the candidate the salary structure and calculation method, such as the ratio of fixed part to floating part, payment time, etc. Therefore, in salary negotiation, try to speak with proportion and structure, and try to speak with less data (unless it is very favorable data). When introducing benefits, try to show the items of benefits, not the specific amount.

In a word, salary negotiation is a science and an art, which requires courage and wisdom. It comes from fully grasping the information of both sides, accurately capturing the psychology of both sides, and communicating in a rational, beneficial and restrained way with full confidence, firm stance, open mind and friendly attitude to realize the success of salary negotiation!