How does HR win in salary negotiation?

Corporate recruiters often feel that when candidates successfully pass the initial test, second test and final test, it seems that they can see the flowering results immediately and the big stones in their hearts will fall to the ground. I don't know, the most difficult battle of running 100 meter and a half is often in the last link-salary negotiation. If it is not handled properly, it may be wasted. Salary negotiation is the key to recruitment and the key to determining the success or failure of recruitment. It is also a psychological game and contest between enterprises and applicants. Only by accurately grasping the other party's heart in the negotiation and replacing "talking about salary" with "mind reading" can the recruitment be more effective. First, the principle of fixed salary: there is evidence to follow, and internal and external salary negotiations must achieve two purposes: first, attract and motivate talents, that is, the results of salary negotiations should reflect the market value of recruitment positions and talents; The second is to ensure the fairness of internal employees, that is, the result of salary negotiation should reflect the relative value of positions and talents in the enterprise. These two points are the starting point of salary negotiation and must be balanced. First of all, we should refer to the salary level of related positions in the same industry to determine the salary. In some enterprises, the salary staff "don't pay attention to things outside the window, only look at the payroll" and don't care about and understand the market salary information, especially when the salary level of some positions in this enterprise is far below the market average, they insist on asking recruiters to negotiate salary according to internal standards, which leads to the phenomenon of "from ruin". As soon as the salary comes out, the applicant is scared away, or it is close to the market level after a round of "tug-of-war", but the applicant has already had a great sense of frustration in the salary negotiation process, losing the original trust and confidence in the enterprise, and finally leading to the recruiter's "eloquent", which is a thankless thing. Secondly, the salary should reflect the market value of the candidate, including his quality, ability, experience and past performance. If the candidate is experienced and capable, the salary level should be increased accordingly, otherwise it should be reduced appropriately. How to scientifically measure the market value of talents can be divided into two stages, one is before employees join the company, and the other is after employees join the company. Before employees joined the company, the company didn't know the candidates. At this time, the measurement of candidates is mainly achieved through the interview and selection process. The essence of this process is to examine the matching degree between candidates and positions. For example, an enterprise recruits a marketing director, and finally finds a candidate to consider after selection. If the candidate can barely be appointed, he is still not satisfied, because there is no candidate who meets the requirements completely, so he can make do. This situation is that the "matching degree between people and posts" is not good enough, and the salary can be lower; Another situation is that the comprehensive quality of job seekers has exceeded the job requirements and they are fully qualified for the job. In this case, the salary can be higher. Thirdly, the determination of salary should conform to the overall salary system of the company, including the level and structure of salary, so as to avoid having a great impact on internal employees. What the company wants to recruit is the right talent, which includes the right salary. Recruiters need to keep the salary system relatively rigid and stable. Second, the fixed salary strategy: separation is treated differently. Enterprises have different fixed salary strategies for resigned employees and on-the-job employees. At present, many domestic enterprises still lack a standardized salary system, lack clear and definite standards in recruitment and salary setting, and have certain fuzziness and flexibility. In this case, salary negotiation is a psychological game process between enterprises and applicants. Enterprises need to effectively control labor costs and improve the success rate of salary negotiation in the later stage of recruitment. Under normal circumstances, for those who leave their jobs, because of the small job choice and the great pressure of time and economy, their job-hunting goal is more inclined to "avoid relegation", and their psychological expectation is to find a "sense of relative balance", that is, they are almost the same as their last job. Therefore, the principle of fixed salary is: slightly lower, flat or slightly higher than the original salary, specifically according to the range of "-10% ~+ 10%" of the original salary. For example, before the examinee, the salary of the unit was 654.38+ 10,000, and the salary level can be set to 9-654.38+065.438+10,000. As for which salary point to choose in this salary range (for example, 9- 1 10000), it can be determined according to an external indicator-the space that candidates can choose, the salary can be appropriately increased if the space is large, and the salary can be appropriately reduced if the space is small. The space that the candidate can choose can be based on the applicant's job-seeking ability, the recruitment situation of similar positions in the market (the number of opportunities), the urgency of the applicant's job search and so on. For those who are still working, because there are many choices, they can enter or retreat, and there is no time pressure. Their job-hunting goal is more inclined to "promotion", and their psychological expectation is to find a "relative premium", that is, the salary is significantly higher than the current job. Therefore, the principle of fixed salary is: equal to, slightly higher than or significantly higher than the original salary, specifically according to the range of "0% ~+30%" of the original salary, which can be appropriately increased in special circumstances. For example, the salary of the candidate's previous unit was 65,438+10,000, and the salary level can be set to10-130,000. As for which salary point to choose in this salary range (for example, 10- 130000), it can be determined according to an internal indicator-candidates with strong willingness to join the job will be appropriately reduced, and those with weak willingness will be appropriately increased. The applicant's strong-willed index can be determined according to the degree of dissatisfaction with the original company, the urgency of leaving the original company, and the recognition of the new company. For example, if a candidate actively applies for a job, the index value will be high, and if an enterprise actively hunts for a job, the index value will be low. Compared with former employees, employees' salary has more floating space, because candidates will take more bargaining behavior, and the original enterprise may raise salary in order to retain employees, thus further enhancing bargaining power. The great difference between this kind of applicants and those who leave their jobs lies in their abandonment cost, that is, the cost of giving up everything they have at present, including enterprise platform, position and authority, working environment and colleague relationship, potential promotion and salary increase opportunities, annual leave, bonus, equity, work place, family relationship and so on.