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[奇摩部落格- Nobody's Home] Lou Adler專欄 2010/06/19 導控薪資談判的藝術 – Part I

導控薪資談判的藝術 – Part I

分類:Lou Adler專欄
2010/06/19 08:10
導控薪資談判的藝術 – Part I
By Lou Adler   譯者: Lynn Lee                                      May 18, 2010
As the economy strengthens, negotiating compensation will become a huge part of the recruiting puzzle. Before you even get to the negotiating part, navigating through the maze of compensation issues will become a prerequisite for sourcing, recruiting, and hiring great talent, whether they’re passive or active.
在經濟景氣好轉後,薪資協議將成為招募中極大的一環。甚至於必須在論及薪資前,便能於混亂的薪資議題中獲得主導地位;不論應徵者對於此議題為必動或主動,這已成招募人員以及聘雇頂尖人才過程中,招募人員不可或缺的能力。
This series of articles will help you handle candidate compensation issues at every stage of the process. Success using these techniques will enable you to minimize the overall compensation paid to top performers, reduce the chance of a counter-offer, and ensure that your opportunity stands alone amongst competing offers, even those that include a heavy compensation increase.
此系列文章將協助你在招募過程的每個階段,處理有關應徵者的薪資議題。能夠成功的使用這些技巧將減低頂尖人才的整體薪酬給付,降低於聘僱契約上對於薪資的討價還價的狀況,同時確保你能擁有與競爭者站在同一競爭基準的聘僱條件上,甚至亦能與極大薪資幅度調升者競爭。
Following are the big topics we’ll be covering in this series of articles:
  1. Presenting the case for a “Growth Maximization Strategy” vs. falling into the black hole of a “Compensation Maximization” approach to career management.
  2. How to put compensation into the parking lot on first contact.
  3. Navigating compensation during the interview.
  4. Testing the offer and closing the deal.
以下為我們即將在此系列文章中討論的主題:
1.    站在職涯管理立場,提出「職涯成長極大策略」避免落入「薪酬極大值策略」的無底洞內。
2.    如何在初期聘僱契約協議上將薪資到位。
3.    在面談中掌控薪資談判。
4.    試探性的聘僱契約與結案。

The Max Growth or Compensation Career Management Strategy

薪資成長或職涯成長談聘僱策略
One of the key differences between top performers and everyone else is that the best people typically have some type of formal career plan in place. The last few years have generally been unkind to these plans, but once the recovery gets some legs they’ll be dusted off and put back into play. Companies can take advantage of this in a number of ways. The most important: offer these top people a career opportunity, not a lateral transfer. Unfortunately, during the rush to source and hire these people, this long-term career concept might get lost in the hustle of negotiating the offer. In fact, once people start shifting seats en masse, your best prospects are likely to begin each conversation with a recruiter with some form of a “what’s the comp?” question. If you can’t answer it properly you’re likely to unnecessarily lose a lot of these great people before they even get in the door.
高成就者與一般人相異處,在於他們有自己的一套職涯規劃。在最近幾年來由於景氣因素,他們並不全然照著這些模式進行,但一旦景氣復甦後,這些頂尖人才必然遵循其既定的方式前進。企業主其實是可以藉由此運用一些方法來獲致人才。最重要的是:提供這些高成就者一個職涯發展機會,而非只是個工作的橫向異動。但可惜的是,當我們在倉促的搜尋與聘僱這些頂尖人才過程中,卻常在急於完成聘雇契約的協議過程中,而將其職涯規劃忽略或失焦。事實上當人們開始進行工作異動時,在與招募者的對話中一般多希望從「薪酬多少?」此類話題開始談起。如果你沒有合適的回應此類問題,你可能會讓這些已經準備進門的優秀人才流失。
To ensure these people who think compensation is important get into your prospect pool, you’ll need to understand the differences between a growth vs. a compensation maximization career strategy. In future articles in this series I’ll show you how to naturally insert this concept into whatever comp question is asked.
為了能讓期待薪酬的這些人進入你的期望人才庫,你必須清楚知道與善用個人職涯成長與薪酬極大化的職涯策略。在未來的系列文章中,我要說明要如何不露痕跡的將此觀念置入不同的薪酬問題中。
A career growth maximization strategy is based on the concept that rapid growth and learning leads to bigger jobs and more rapid promotions. Significant compensation increases follow growth rather than lead it. A compensation maximization strategy is based on the idea that a person needs to make sure each move results in a major compensation increase. Over time this approach will lead to a rapidly increasing compensation package. At least that’s the way the thinking goes. It’s flawed thinking and recruiters need to make sure they don’t fall into this trap. 
職涯發展極大化策略是以帶領大型專案造就的快速成長和學習,以及更快的升遷機會為策略基礎,由職涯成長帶領薪酬增加,而非以薪酬增長作為職涯成長的誘因。薪酬極大化策略使人們對於每一次的工作異動,都欲確保有一定的薪酬增幅。以此作法經過一段時間,薪酬會快速的累積。這種後果在薪酬極大化的思維下有可能發生,招募人員必須確保自己不陷入這類有瑕疵的思維中。
A lot of bad things can happen when a short-term compensation maximization strategy is used to make long-term career decisions. A comp max approach typically puts the new hire into the upper levels of a salary range, leaving little room for future salary movement, even for doing good work. This is frustrating. Worse, higher salary levels leads to higher expectations of performance, and when not met, the person is considered underperforming. Since the person is “overpaid” given his or her experience level the person is unlikely to meet the elevated job expectations, and even less likely to exceed them. This leads to a cascading negative effect and deep frustrations for both the new hire and the hiring manager. This is how a comp max strategy can quickly lead to career stall and a plateau.
當一項短期的薪酬極大化策略使用於長期職涯規劃上,將可能產生許多不良的後遺症。薪酬極大化的典型做法是將新進員工的薪資標準訂於薪資頂標,僅留有極小的調薪空間──即使此員工的績效良好,這是令人極為挫折的做法。更糟的是,高薪資定位會使雇主對績效產生高期望,當績效無法達到期望值時,員工便會被評估為低績效。此種「超額付酬」的核薪標準,將可能會造成員工無法達成他()所被賦予的期望績效,更遑論要能超越期望值,這將同時對新進員工與聘雇經理,造成連串的負面情緒與影響。這便是為何薪酬極大化策略會迅速導致職涯停滯。
A lot of good things can happen when a growth maximization strategy is used to compare and select one of several competing job opportunities. For one, by entering in the middle to low end of a salary band, job expectations are somewhat lower. This gives the new hire a real shot at beating the lowered expectations, being given above average raises as a result, and more important, being assigned to take on bigger projects. Successful performance on these projects in turn leads to promotions and consequently bigger raises. A good rule of thumb when advising others (and even for yourself) – there’s more upside being underpaid than overpaid for the same work.  
反之若使用職涯成長極大化策略,對於擁有多項可比較的工作機會者,會有更好的影響。對於一個薪資位於中級距或低級距的新進員工,公司對其工作期望可能會較低。這提供新員工一個誘因,藉由展現自己超出期望值的表現,以獲得高於標準的薪資。更重要的是,當他被交付更大的專案時,他的成功表現將能得到晉升和加薪。這是一個給予別人建議時(甚至是給你自己),絕佳的經驗法則──對於同一職位,低薪酬所帶來的好處絕對比高薪酬多。
Managers and business executives tend to be more open-minded with people who are willing to “prove” their worth rather than having to be paid in advance for it. This psychological aspect alone offers a huge benefit to those who pursue a growth max career strategy. There’s much less strain in negotiating the offer, and much more tolerance on the part of the hiring manager when things go awry. Just the negative aspects of negotiating an offer for someone who wants to get the best offer possible put the new hire in an awkward position. In my opinion the short-term gain in compensation is not worth the long-term costs.
比起需要「預付」其未來價值的人,經理和管理決策者對於那些有意願「證明」自己能力的人,抱持更開放的心態,這種心理會給使用職涯成長極大化策略的招募者帶來好處。它減少了談判薪資時的壓力,當事情出差錯時,對聘僱經理也比較有所寬容。負面的一點則是,對於一個想要得到最高薪資的員工,這個策略可能讓他有些難堪。但依我之見,短期的薪資增長利得無法等值於長期付出的成本。
Top people innately know that progressing rapidly is the key to maximizing compensation. Average performers tend to focus on maximizing compensation in the short term while ignoring the long-term costs and negativity involved. As recruiters, it’s important to quickly address this difference whenever a candidate asks about the compensation before being willing to discuss the career opportunity. This is a critical step in the recruiting process you need to deftly handle.
頂尖人才自知持續的進展是達到薪酬極大值的主要關鍵。一般人則著重於在短期內達到薪酬極大值,而忽略了其長期發展成本與負面的影響。對招募者言,很重要的是要能夠在應徵者提出有關薪酬問題時,很快的提出此兩者的差異,並使其願意討論職涯發展機會。這是一個必須巧妙處理的關鍵步驟。
Many top people use the comp question to quickly filter out the cacophony of opportunities that come their way. Interestingly, most of these same people will make a career-oriented approach to evaluating different opportunities once they’re presented with the facts about the opportunity. That’s why recruiters need to fight through this question in order to present their opportunity-based case.
許多優秀的人才會以薪酬問題作為迅速篩選他們認為合適的工作機會。但有趣的是,大多數的這類人士都會用職涯導向來評估其面對的工作機會。這便是為何招聘人員必需於此類問題中,力求能提出有力的職涯發展機會提案。
The key to this is with some type of attention getting mechanism. We’ll cover a number of these in Part 2 of this article series, but here’s one of my favorites to get you thinking about this important transition point. Whenever someone asks me “What’s the compensation,” I ask for a time out. I then ask the person to think about an extremely satisfying job-related experience. I then ask if the high degree of job satisfaction was related more to the work the person was doing, or to the compensation received. Most say the work itself. Bingo! I then ask, “Wouldn’t it then make sense to talk 5-10 minutes just to see if the opportunity I’m handling offers this same type of career satisfaction as long as the comp package is competitive?” Most readily agree.
重點是對此類型的關注愈來愈制式化,我們將在此議題的第二部份來探討,但有一點是我最喜歡用來做為思考的轉折點的。當有人問到『薪酬多少』的問題時,我會先要求暫停一下。接著會要他思考曾有過的極大工作滿意度經驗;然後我會詢問此種工作滿意是與工作本身有關,還是與薪資所得有關,大部份的答案是工作本身。賓果!於是我會接著問:「那我們可否用五至十分鐘的時間來審視一下,我們所談的工作機會在工作滿意與薪資的評比上為何?」而大部分都是欣然同意的。
During the pursuant conversation I’ll describe the differences between the career maximization vs. compensation maximization career management strategy. This is a great way to differentiate yourself as a recruiter and establish instant credibility with a top performer. They’ll quickly see you as a career advisor and someone worth knowing. Whether you ultimately decide to pursue the candidate or not for your opportunity is up to you, but you’ll certainly want to connect with this person on LinkedIn (link to me). Don’t be surprised if you get some great referrals in the process.
在緊接著的談話中,我會描述職涯規劃中職涯成長與薪資成長間的差異。這是一種快速與頂尖應徵者建立專業信賴度的方式,如此可以彰顯你與一般召募人員的區別。他們會將你當成值得進一步結識的職涯顧問,無論你最終是否決定爭取此應徵者,但你必定想與此人保有某種聯繫(LinkedIn),同時當你因著這些過程而被獲推薦時也不需感到驚訝了。

The Adler Group Team
Reprinted from The Adler Group with permission from Lou Adler, author of Hire With Your Head. All rights reserved.