Negotiating Salary Tips

By Stephen Cohen

For someone who is employed one of the hardest things to do is trying to negotiate their salary. Many people are afraid to confront their boss about a possible pay raise and have no idea as to how to approach the issue. And, once they do get a chance to talk about their pay they do not know how to effectively make a case for a salary hike.

Understanding how to properly and effectively negotiate your salary is an important aspect of your job. Sometimes you can not just wait for the next pay raise, and you need to confront the issue This article should help you with some tips on negotiating your salary.

A very common mistake that many people make when trying to speak with their boss about their salary is that they are unrealistic with their requests. You can not try and increase your salary by some ridiculous amount because you feel you deserve it. You have to be reasonable with your requests. Understand where you are with in the company and try to work from a reasonable stand point when asking for a pay increase.

If you are going to ask for a raise then you need to have something to prove what you are worth. For people who are just being hired you should bring in proof of your salary from a previous job. This shows your future boss what you were being paid and that you are not just making numbers up.
If you are asking for a raise then bring in some form of performance goals that you have met or things that you have done to go above and beyond your daily workload. Do not expect to go to your boss and ask for a raise just because you want one or feel like you deserve it. You need to have reasonable proof that shows you are worthy of the next level.

You are going to need to need to be flexible. Expecting a direct raise in your base salary may not be realistic, but if you look at other ways to increase your overall compensation then you may get more out of your negotiations. Instead of just concentrating on a higher salary, maybe think about getting some form of bonus or an increase in your health insurance plans. This may make it easier on the company, in a cost effective way, to help both you and the company out.

Going to your boss and simply asking for a raise is going to be tough to do. One way to possibly grab his or her attention is to come up with some form of performance goals for yourself. This way the company will see a benefit from your hard work and you can be rewarded.

These are all great ways to approach your boss next time you look for a raise. The most important part is being prepared and being realistic.
This article was provided by the authors at LiveLoveCoffee.com an online coffee shop with articles discussing interesting morning chats and reviews on Single Cup Coffee Maker.

Job Info , Jobs , Employment

Avoid These 10 Interview Bloopers

by Deborah Walker

We've all heard stories of job candidates who looked great on paper but who were absolute disasters in person. With fewer and fewer interview opportunities available in this competitive market, it's essential to make the best possible first impression. You can learn from the mistakes of others and avoid the top 10 worst interview blunders.

Poor handshake: The three-second handshake that starts the interview is your first opportunity to create a great impression. But all too often an interview is blown right from the start by an ineffective handshake. Once you've delivered a poor handshake, it's nearly impossible to recover your efforts to build rapport. Here are some examples:

• The Limp Hand (or "dead fish"): Gives the impression of disinterest or weakness
• The Tips of the Fingers: Shows lack of ability to engage.
• The Arm Pump: Sincerity is questionable, much like an overly aggressive salesman.

Even if you're a seasoned professional, don't assume you have avoided these pitfalls. Your handshake may be telling more about you than you know. Ask for honest critiques from several friends who aren't afraid to tell you the truth.

Talking too much: In my recruiting days, I abhorred over-talkative candidates. So did most of my client employers. Over-talking takes a couple of forms:

• Taking too long to answer direct questions. The impression: This candidate just can't get to the point.
• Nervous talkers. The impression: This candidate is covering up something or is outright lying.

To avoid either of these forms of over-talking, practice answering questions in a direct manner. Avoid nervous talking by preparing for your interview with role-play

Talking negatively about current or past employers/managers: The fastest way to talk yourself out of a new job is to say negative things. Even if your last boss was Attila the Hun, never, never state your ill feelings about him/her. No matter how reasonable your complaints, you will come out the loser if you show that you disrespect your boss because the interviewer will assume that you would similarly trash him or her. When faced with the challenge of talking about former employers, make sure you are prepared with a positive spin on your experiences.

Showing up late or too early: One of the first lessons in job-search etiquette is to show up on time for interviews. Many job-seekers don't realize, however, that showing up too early often creates a poor first impression as well. Arriving more than 10 minutes early for an interview is a dead giveaway that the job seeker has too much time on his or her hands, much like the last one picked for the softball team. Don't diminish your candidate desirability by appearing desperate. Act as if your time were as valuable as the interviewer's. Always arrive on time, but never more than 10 minutes early.

Treating the receptionist rudely: Since the first person you meet on an interview is usually a receptionist, this encounter represents the first impression you'll make. Don't mistake low rank for low input. Often that receptionist's job is to usher you into your interview. The receptionist has the power to pave your way positively or negatively before you even set eyes on the interviewer. The interviewer may also solicit the receptionist's opinion of you after you leave.

Asking about benefits, vacation time or salary: What if a car salesman asked to see your credit report before allowing you to test drive the cars? That would be ridiculous, and you'd walk away in disgust. The effect is about the same when a job-seeker asks about benefits or other employee perks during the first interview. Wait until you've won the employer over before beginning that discussion.

Not preparing for the interview: Nothing communicates disinterest like a candidate who hasn't bothered to do pre-interview research. On the flip side, the quickest way to a good impression is to demonstrate your interest with a few well thought out questions that reflect your knowledge of their organization. [Editor's note: To ensure that you are prepared, see our article, The Ultimate Guide to Job Interview Preparation.]

Verbal ticks: An ill-at-ease candidate seldom makes a good impression. The first signs of nervousness are verbal ticks. We all have them from time to time -- "umm," "like," "you know." Ignore the butterflies in your stomach and put up a front of calm confidence by avoiding verbal ticks. You can also sometimes avoid verbal ticks by pausing for a few seconds to gather your thoughts before each response.

One of the best ways to reduce or eliminate them is through role-play. Practice sharing your best success stories ahead of time, and you'll feel more relaxed during the real interview.

Not enough/too much eye contact: Either situation can create a negative effect. Avoid eye contact and you'll seem shifty, untruthful, or disnterested; offer too much eye contact, and you'll wear the interviewer out. If you sometimes have trouble with eye-contact balance, work this issue out ahead of time in an interview practice session with a friend.

Failure to match communication styles: It's almost impossible to make a good first impression if you can't communicate effectively with an interviewer. But you can easily change that situation by mirroring the way the interviewer treats you. For instance:

• If the interviewer seems all business, don't attempt to loosen him/her up with a joke or story. Be succinct and businesslike
• If the interviewer is personable, try discussing his/her interests. Often the items on display in the office can offer a clue.
• If asked a direct question, answer directly. Then follow up by asking if more information is needed.

Allowing the interviewer to set the tone of conversation can vastly improve your chances of making a favorable impression. You can put the interviewer at ease -- and make yourself seem more like him or her -- by mirroring his or her communication style.


Final Thoughts
Just as a strong resume wins you an opportunity to interview, strong interview skills will win you consideration for the job. You already know that you won't earn an interview unless your resume sets you apart as a candidate of choice. Similarly, you should know that polishing your interview skills can mean the difference between getting the job offer -- and being a runner-up.

Start your job search with a resume that creates a stellar first impression, then back those facts up with your extraordinary interview skills. You will have made yourself a better candidate by avoiding these ten interview pitfalls. And no one will have to talk about you as the candidate who "almost" got the job.

Job Info , Jobs , Employment

Acing the Behavioral Interview

by : Jeanne Knight

Behavioral interviewing is an interviewing technique created in the 1970s by industrial psychologists that has become quite popular with employers. The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in a similar situation. For those unfamiliar with this interviewing style, a behavioral interview can be a challenging experience.

Unlike traditional interviewing, which requires opinion-based answers to questions (Tell me about yourself. What are your strengths and weaknesses? Why do you want to work for this company?), behavioral interviewing requires job candidates to relate stories about their past employment behaviors. These stories are prompted by questions directly related to the skill sets the company has determined are needed for a position.

So, if a particular job requires strong communication and team- building skills, then, in a behavioral interview, candidates would be asked to recount past accomplishments in those areas. Behavioral interview questions often start with phrases like, "Tell me about a time when..." or "Describe a situation in which..." or "Give me an example of..."

The challenge with the behavioral-interviewing style is that, while your skills and experiences could be a perfect match for a position you are seeking, an interviewer could discount your candidacy if you are unprepared for, or struggle with, the behavioral-interview format.

So, how do you prepare for a behavioral interview? First, you'll want to put yourself in the shoes of the prospective employer and imagine what the ideal candidate for the position you are considering would look like from the hiring decision-maker's perspective. Then, take some time to thoroughly review the job posting and job description if you can get it) and research the company and its culture. Look for cues about which skills are necessary for the job and which are highly valued by the organization. Then, based on your research, identify the skills the successful candidate would have and the behavioral-based questions that correlate to those skills and might be asked in an interview.

Following are examples of skill sets and some associated behavioral-based questions. [Editor's note: While the number and nature of behavioral questions that could be asked is virtually limitless -- thus making behavioral interviews difficult to prepare for -- the questions lusted below provide the flavor of the type of key skills that employers may probe and the questions they may ask to do so.


DECISION MAKING AND PROBLEM SOLVING

• Describe a situation in which you used good judgment and logic in solving a problem.
• Give me an example of a time when you had to be quick in coming to a decision.

LEADERSHIP

• Have you ever had trouble getting others to agree with your ideas? How did you deal with the situation and were you successful?
• Describe the most challenging group from which you've had to gain cooperation.

MOTIVATION

• Tell me about a time when you went above and beyond the call of duty.
• Give me an example of a situation in which you positively influenced the actions of others.

COMMUNICATION

• Describe a situation in which you were able to successfully communicate with another individual who did not personally like you (or vice versa).
• Give me an example of a time you had to use written communication to convey an important argument or idea.

INTERPERSONAL SKILLS

• Give me examples of what you've done in the past to contribute to a teamwork environment.
• Give an example of an unpopular decision you've made, what the result was, and how you managed it.

PLANNING AND ORGANIZATION

• When scheduling your time, what is your method for deciding which items are priorities?
• Describe how you've handled a sudden interruption to your schedule.

Developing Stories as Responses
Once you've determined which behavioral-based questions you might be asked during an interview, look back on your past experiences and develop stories to answer those questions. Your stories should be detailed, yet succinct, and should always include the following three elements:

• A description of a specific, real-life situation or challenge you encountered.
• A description of the tasks and actions you took to overcome that challenge.
• A summary of the results of those actions. (Try to quantify these results whenever possible.)

Sample Behavioral Interview Response
Here is a sample answer to a behavioral interview question that incorporates each of these elements:

Question: Give an example of a goal you reached and tell me how you achieved it. Response: Because of cuts in funding to our adult continuing education program, we faced the daunting goal of drastically reducing our promotional budget without sacrificing our media presence in the community. As program coordinator, I researched alternatives to the effective yet costly course brochure the program produced and distributed biannually to an average of 60,000 residents in our service region. I successfully negotiated with two local newspapers to produce and distribute a new course brochure that increased distribution by 33 percent to 80,000 residents and decreased costs by 50 percent.

Job Info , Jobs , Employment