New Recruit-Candidate Role

docx

School

University of Texas, Arlington *

*We aren’t endorsed by this school

Course

4341

Subject

Industrial Engineering

Date

Jan 9, 2024

Type

docx

Pages

Uploaded by GrandMask10328

Lindiah Holman MANA 4341 Dr. Jim Lavelle June 27, 2023 New Recruit-Job Candidate Negotiation Exercise/Plan There are eight issues of concern for this negotiation exercise ● Bonus - The maximum bonus percentage is 10% - The minimum bonus percentage is 8% - Settled on 6% 2000 points ➢ In case the bonus price is reduced: - Note: If the bonus price is below the expected price, try to work the difference into the salary Job assignment: Business Consultant ➢ Consultants offer advice and expertise to client organizations to help them improve their business performance. Their work can focus on operations, strategy, management, IT, finance, marketing, HR, and supply chain management across a wide range of industries and specialisms. - Best option is Division A - Minimum is Division B - Settles in division B -600 points ● Vacation time - Max 20 days - Minimum 15 days - Settled on 15 days 800 points ● Starting date - Best date June 1 - 2400 points - Worst date June 15 - 1800 points - Settled on July 1st 1200 points - The reason for a specific start date is that it gives me time to find housing and time to get me and my family settled and familiar with the area ● Moving expenses coverage - Best 100% - Lowest 80% - Settled on 80% 1600 points ● Insurance coverage - Best plan A - Worst plan C - Settled plan B 600 points ● Salary (can range from $82,000 to $90,000) - Max $90,000 - Minimum $88,000 (walk away amount any number below $85,000) - Settled at $86,000 -3000 points - Based on education, experience, location, and cost of living

● Location - Best San Francisco - Alternative Atlanta - Settled on Atlanta location 900 points ● My credentials - I have a master's degree in management and economics and a bachelor's in marketing. - 12 years of experience in my field and have successfully assisted in helping over 300 businesses transition, reorganize, and redirect their performance levels, and productivity levels in alignment with the organization's goals and objectives. - Aided with certain departments such as their human resource department and help increase the performance of their management teams to better their organization and relationships between management and employees - identifying the problems with the organization, generating possible solutions and alternatives, choosing the best possible solution(s), creating a successful plan for the organization, implementing those solutions and alternatives, and following up with the organization. ➢ For the agreement to be binding, must reach an agreement of all 8 issues ➢ For points highest is 13,200 and lowest is 8,400 - Total for candidate 3,500 points ➢ Assume this is for a consultant position in a consulting firm ➢ Assume the COST of LIVING is the Same in each city (just for the purpose of this exercise) 1. Were you the recruiter or the candidate? Who was your partner? ● I assume the role of the candidate for this exercise ● My partner’s name is Luke Adel, who assumed the role of the recruiter ● Partner’s email address: luke.adel@mavs.uta.edu 2. Based upon your role materials, how did you prepare for this negotiation? How was the preparation process different from the Coffee Contract? The readiness of exchange for me was extremely clear. I had drafted a road map outlining how and where I wanted the negotiations to go, and I had already decided what my walkaway amount would be. In addition, I had conducted market research regarding the salary package offered for my position, office location, and cost of living in the location where the position was offered. In addition, I had prepared for the counterquestions and arguments I would have with the recruited, as well as my maximum level of compromise. A joining bonus or retention bonuses are as great as compensation, so this was the most urgent part. I was in a better position to negotiate because I had already investigated whether they offered a joining bonus. In this case, I had an advantage because I was highly recommended by other organizations and had a successful reputation that spoke for itself. As a result, I knew that I was already a good candidate based on their recommendations and previous clients. The standard bonus is 5%, but

because I specialize in almost every area of consulting and was well aware of the needs of the company, I could earn up anywhere above 5% The question of which assignment I would be given was another crucial aspect of the argument. Division A was my personal choice, but Division C was my minimum. So, right from the beginning of the negotiation, I recruiter kept hints about why I was a good fit for division A and how I could make a better contribution if I was chosen. He even gave them a few examples of how my expertise would better benefit me and the organization, I avoided talking about division B and kept insisting on other divisions. I was convinced that if I targeted a higher division than I actually wanted then the recruiter would meet me somewhere in the middle and I was able to convince the recruiter of my abilities and was chosen for division B. Regularly many organizations provide 15 days of vacation time. As a result, I had already decided that I would not accept anything less than the same. Here, the recruiter asked me about how many vacation days I was wanting and I expressed 20 days. He countered by claiming that 10 days of leave seemed reasonable to him. I mentioned to the recruiter that the team and I would have to work long hours to finish a consulting job, which takes months at a time, so 20 days off seemed reasonable. However, we ultimately agreed to 15 days of leave, which was my target and I gladly accepted. When It came down to the start date I was wanting to start right away with a date of June 15 and I expressed that the sooner I could get started to work the better it would be for the organization. However, the recruiter felt it was best to have a start date of July 1. He stated that this way it would give me time to get settled and time to get familiar with the organization and get caught up with the numbers and information needed to provide the best performance. I understood his logic and in the end, we agreed on a start date of July 1. Negotiating the moving expenses was the easiest concern of them all. The fact that I had already calculated the cost of traveling and moving expenses, my obtaining my target of having 80% from the company was something we both agreed on immediately. Since most companies usually account for the entire moving expense, I just did not see the need for the company to cover a total of 100%, especially since the relocation area was only a few states over. My goal for the salary was to negotiate as high of a salary as possible. At the start of the negotiation for this part the recruiter opened up with a dsffer of $84,000. I immediately decline and counter-offered a salary of $90,000. My walk away point was $85,000. I also explained my reasoning as to why I was requesting such a salary. I explained my position related to my expertise, education, years of experience, success rates from previous clients, and positive reputation. The recruiter then offered an $86,000 salary, and I declined this offer initially because the starting salary for undergraduates fresh out of college is $83,000 and I felt my 12 years of experience was worth more. After having a five to eight-minute back-and-forth negotiation and considered the salary of $86,000 since I knew I could receive my desired salary within two to four years based on performance levels with the organization.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

The organization had many companies located in different areas. But I was settled on the Atlanta location since it would be a closer commute. After conducting my research on the company, this position at this location was a great fit for me and my family. The recruiter at first was trying to convince me on the San Francisco location, but I had to explain to him since we had already decided on a start date of July 1, I would not be able to make it to the San Francisco location by that date and the Atlanta location was a perfect choice for the start date. We both then agreed and settle for my desired location for the position. This negotiation was very different from the Coffee Contract. There were multiple areas of concern to discuss and negotiate. With the Coffee Contract, the main concern was just negotiating the price per pound ( of 10,000 pounds) for the coffee that was to be delivered twice a month. This exercise called for both the recruiter and the candidate, especially the candidate, to be well-prepared with facts, clear on the wants, needs, requirements, and expectations for the position, and concise. I had to be aware of what message I subtly wanted to give and what explicitly I wanted to negotiate. I simply had to determine what was unacceptable to me before deciding what was acceptable to me 3. What did you learn from this negotiation experience? What went well for you? What could be done differently next time? What recommendation/advice did you provide to your negotiation partner after the negotiation was complete? Why? I learned to focus more on the underlying interests, and not positions. I also learned that preparation and feedback are very important, and that negotiation is a two-way conversation rather than a one-way one. Compromising rather than competition is a better solution to achieving in negotiation. Negotiating the location, vacation time, and moving expenses went well for me. Next time I think when negotiating my salary I should prepare better reasons or explain more as to why I am worth the desired salary. At the end of the negotiation, I complimented my partner on his great negotiating skills. He drove a hard bargain, but at the same time was willing to listen to my reasoning in certain areas and was willing to meet me halfway to bring me aboard with the organization. 4. How many total points did you get? How many total points did your partner get? (Talk to your partner and find out how many points your partner got - this in your response.) Who got more points? Why do you think this happened The total points I received in this exercise was 3,500. My partner received a total of 2,500 points. I received more points than my partner because I made a plan and strategized as to what I wanted to achieve during the negotiation. I had a set maximum and minimum target for each area of concern. I also prepared counterarguments and had alternatives in place. Lastly, I knew my walk away amount if I knew I was being lowballed based my knowledge and expertise for the position.

New Recruit-Candidate Role

Related Documents