Ask for more money before shaking handsThe job offer has been made and the prospective boss suggests a salary that fit
But that would be a mistake, says Daniel Porot: his advice is “always negotiate”. Mr Porot, managing director of Porot Associates and author of 101 Ways To Improve Your Salary, says: “People associate your skills with a salary level. The higher the salary the better the skills. We have a tendency to respect the things which cost us a lot. Like in love, as a rule, when the thing is more difficult to get it has more value.”
但丹尼爾•波羅(Daniel Porot)認為，那將是個錯誤。他的建議是“始終要談判”。波羅是波羅合伙公司(Porot Associates)董事總經理、《提高工資的101種方法》(101 Ways To Improve Your Salary)一書作者。他指出：“人們總是把你的技能和工資水平掛鉤。工資越高技能越強。事物越昂貴，我們越珍惜。這是一條規則，就像愛情一樣，越難以得到的東西越有價值。”
But can it be that simple in today’s tough employers’ market?
Anne Pritam, a partner in employment and partnership law at Stephenson Harwood law firm, agrees it is worth a try: “There is no reason not to ask, regardless of the climate. As a new recruit, this can be a key moment to land on the right rung of your new employer’s salary ladder and obviously that has a knock-on effect in future years.”
夏信律師事務所(Stephenson Harwood)雇傭與合伙法律合伙人安妮•普里塔姆(Anne Pritam)認為值得一試：“不管氛圍如何，沒有理由不去問一問。作為新的應聘者，這是踏上新雇主薪酬階梯上正確臺階的關鍵時刻，顯然這對后續年份有連鎖效應。”
It can also stand a candidate in good stead legally, she says: “While there can be acceptable justifications for doing so, there are legal complexities for employers in lowering salary – or even keeping it unchanged when others receive increases – in future years, so it pays to get in at the best realistic level to start with.”
Ms Pritam says there are factors that indicate how much more a candidate could realistically request: “Take a look at your bargaining position. How long has the firm been recruiting for this role? Is it now desperate to fill this position? Were there many other suitable candidates?”
She also advises making good use of headhunters or recruitment agents: “Don’t be afraid to ask quite searching questions, such as, ‘Within the scale of executive pay at the company, where would that position me?’”
It is also important to gauge what the future might hold for the pay packet. “Ask what sort of rises might be expected if you perform to all your objectives in the first year. This may give you a clue as to whether you are being ‘bought in’ at a high rate which will plateau, or whether the company is trying to get you cheap and pay you when you start to deliver,” Ms Pritam says.
Mr Porot says it is important to act quickly when the subject is raised and offers a few psychological tricks that can help. He suggests staying silent and strong: “Learn to remain silent and to speak as late as possible,” he says.
“You have to remember you may be judged on how well you master the situation. Some companies might see salarynegotiation as a demonstration of how well you handle leadership situations.”
He also suggests repeating the figure offered back to the interviewer and waiting. “If they haven’t talked when you have counted to eight, they probably aren’t going to budge,” he says. If all else fails, he says, try laughter: “My top salary is yours minus 15-20 per cent.”
Some employers expect candidates to demonstrate their worth to the company and they should be prepared with some tangible justification for their salary – achievements such as reducing operating costs, directly influencing profit, reducing headcount, reducing reporting times, increasing cash flow and contributing to growth.