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This scenario requires the individual to analyze and scan carefully the sector s/he is already in (the civilian sector) and the industry s/he wants to be employed in. The job hunter must consider the fact that compensations may be entirely different between the military and civilian sectors; a quick scan of the general workforce compensation packages offered by these sectors would equip the job hunter with the necessary information that s/he needs to negotiate not only his/her salary, but his/her compensation package as well.
Sims (2006) suggested that job hunters make a checklist of the compensations that s/he want to receive from the companies s/he is applying for, with a comparison of these packages across all companies applied at. In this particular scenario, it is recommended that the job hunter should first list a comparison of compensation packages available between the military and civilian sectors, then create another checklist for all compensation packages offered among companies applied at in the civilian sector. This way, the job hunter is able to look into his/her application in the proper perspective, that is, to be not too demanding with what is being offered him/her, but allowing him/her also to demand a salary range and compensation package worthy of his/her being a Master degree holder.
In this scenario, the job hunter will be able to negotiate successfully is s/he will veer away from discussing compensation in terms of his/her experience as a military personnel. It is important to keep in mind that s/he is already a civilian who is well-qualified for the job not because s/he had been a member of the military, but because s/he has the knowledge and skills needed for the job/position. Adopting this perspective will smoothen the negotiation process and avoid creating tension and/or antagonism between the recruiter (who is a civilian) and the job hunter (who is making the gradual transition to being a civilian).
The last scenario to be discussed is a commonplace situation among employees: asking for a raise as an employee of the company. In this scenario, it is very essential that the employee carefully assess his/her skills, knowledge, and experience in order to create a solid and valid argument why s/he deserves a raise.
Lublin (2006) reported that the Internet has become an invaluable source of information for employees wanting to have enough information in order to defend their request for a salary raise. In her report, it was found out that an online database contains information about salary ranges extant within a particular field of expertise or a specific industry. Equipped with this information, the employee can now assess and determine the salary range that s/he can put himself/herself in given her skills, knowledge, and experience.
What follows is the manner by which the employee can argue the salary range (and, eventually, the specific salary) she is negotiating with his/her employer. In negotiating the raise, it is important to mention the "average salary" for the position the employee is holding, or the expertise s/he is capable of. Once a "benchmark" has been mentioned during the negotiation process, the employer would be more receptive and may even contemplate the possibility that indeed, the employee deserves a raise and at the salary the employee cited/asked for.
This scenario demonstrates how scanning the industry one is in, combined with a thoughtful assessment of one's self as an asset to the company are the important elements that must be taken into account in order to be well-equipped and successful in the salary negotiating process.
Kaptik, L. (2005). "Negotiating strategies for new MBA grads." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20050602-kaptik.html?cjpartner=newsfeed.
Lublin, J. (2006). "Internet provides the means to check competing salaries." The Wall Street Journal Online. Available at http://www.careerjournal.com/jobhunting/negotiate/19980928-lublin.html.
Needleman, S. (2006). "How you can win a better pay package." The Wall Street Journal Online. Available at http://www.careerjournal.com/salaryhiring/negotiate/20060414-needleman.html?cjpartner=newsfeed.
Porter, C. (2004). "The dynamics of salary negotiations: effects on applicants' justice perceptions and recruitment decisions." International Journal of Conflict Management, Vol. 5, Issue 3.
Sims, K. (2006). "Making decisions and negotiating details." CSUSM Web site. Available at http://www.csusm.edu/careers/handouts/negotiating.htm.[continue]
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