Regarding Salary Negotiations

While some employment opportunities state in black and white what wage an applicant can expect if hired, other positions are grayer in terms of salary.

Talking about money with a potential employer might feel a bit awkward, but coming to terms that leave both sides content is crucial.

Below, experts offer suggestions on how to prepare for salary negotiations.

Timing
Not wanting to look like they are only in it for the money, job seekers often hesitate to break the ice on the issue of salary. Is it OK for a candidate to bring up the topic?

"I get asked this question by friends all the time, and the honest answer is that it depends entirely on the position," says Paul Peterson, national talent resource manager with Grant Thornton in Toronto.

"If you are a campus hire, you do not ask upfront (first interview) as it can give the impression that you are solely money-focused. For experienced candidates, it's perfectly appropriate to bring up the topic, especially if you want to ensure that you are at least close in range."

Anastasia Valentine, a product strategist and career coach from Ottawa, agrees that it is fine to bring up salary during the initial meeting -- but not as the first point in the conversation. If the employer doesn't eventually broach the subject, a tasteful approach is to ask for a salary range.

The dreaded question
Perhaps no question scares candidates as much as, "What salary are you expecting from this position?" The last thing the applicant wants to do is sell himself short, but he also might fear pricing himself out of the running.

Jen Rallis, author of "Ugly Résumés Get Jobs," suggests turning the tables by asking, "What salary range are you willing to pay for this position?" Once the employer provides a range, the candidate can simply respond, "That's suitable" if the numbers are in line with his needs.

Likewise, job seekers being pressed for figures can offer the employer a suitable range. To avoid making an uneducated guess, candidates should find out before the interview what similar positions in the field are paying.

"Being prepared and understanding market rates for the worth of experience and skills not only demonstrates confidence and preparation, it also keeps the discussion on a factual versus emotional level," Valentine says. "This speaks volumes to an employer beyond the request for a specific dollar amount."

Peterson advises choosing numbers carefully.

"Candidates need to remember the cardinal rule when giving ranges: If you give a range, for example 60-75K, the employer generally remembers the 60 while the candidate remains focused on the 75. Be prepared to give a small range."

Proving worth
Candidates who land offers at the higher end of a salary range are ones who can demonstrate to an employer that they are worth the price. Some ways to do that include:

Quantifying experience. ("My client increased sales by 8 percent after implementing my marketing idea.")

Researching the company beforehand so that you can tailor information to its needs. ("I see the company is interested in becoming 'greener.' Here are some ways I might be of help.")

Pointing out any extras that set you apart (advanced training, special certifications, knowledge of a second language, etc.).

Reaching an agreement
Ideally, both sides should have similar expectations regarding salary by the time an offer is issued. Yet sometimes there are surprises.

Lisa Martin of Vancouver, British Columbia, a top talent consultant and coach for Lisa Martin International, suggests this diplomatic approach to dealing with an unfavorable offer:

"Call back the next day (do not use e-mail or any other electronic format where your intent can be misunderstood) and tell the interviewer all the reasons you'd like to work with the company but that after due consideration there seems to be a misalignment with their needs and the value you bring to the organization. Ask if there is a way to bring the two into better alignment. If there seems to be interest, make a counteroffer."

Rallis agrees that most employers will leave room for negotiation if not on salary then on other benefits. "Ask if a car allowance, cell phone allowance or extra vacation days are available to compensate for a lower salary."

Finally, try to view negotiations as seeking a win-win situation for all involved. An employer with enough interest to go through all the stages leading up to an offer has already invested a fair amount of time and energy. The company may be just as eager as you to make things work.

The Optimum Succession Planning Practice

Well!!!!!!!!!Since this is my first blog post. I am gonna start with area of my interest. i.e succession planning. for beginners Succession planning is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning. Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression. Generally you got succession planning at top level ok guys am talking about the task of replacing CEO or Chairman.
 To begin with simply GE has a unique formula for succession planning. Once the successor is aptly trained and assumes control as CEO or Chairman. The outgoing CEO or chairman leaves the company rather than as is the norm to occupy a position on Board of Directors. Now few wonder so what? Well it does help the new CEO or Chairman in that it helps him to lead the firm without any interference. Although this may sound like Management 101 or succession 101. But then we have countless examples of successions in which the successors have been overshadowed by their predecessors, which has prevented them from actually leading and leaving a mark on the company. Also consider the fact that GE has had only 10 leaders in its 126 year old history (approx). But if you compare each of these leaders they had different characteristics that i think is one of the most important and sound aspect of a Succession Planning system.
Somehow I wonder that GE succession planning system can be considered an offshoot of old Russian Presidential Succession wherein the old leader would identify a successor, then train him, nurture him and once he takes centrestage. The old leader is made redundant. While surfing more on Succession Planning here is what i stumbled across. "The Process". The basic skeleton of any succession planning system is simple :

1. Identify key roles for succession or replacement planning
2. Define the competencies and motivational profile required to undertake those roles
3. Assess people against these criteria - with a future orientation
4. Identify pools of talent that could potentially fill and perform highly in key roles
5. Develop employees to be ready for advancement into key roles - primarily through the right set of experiences.

Now whatever you may call your succession system as for eg "Game Planning". The name for many north American companies where the system of succession planning is serious business. You should know that there is no single policy that can make your succession system a great system. However using the GE example you can certainly make your succession planning at par with one of the top companies of the world.Also remember that assessments are one  of the most important tool of succession planning. Thats all from Me on my first day!!!!!!!!will be back tomorrow with more on one or other HR topic!!!!!!!!!!