- How can I quantify the value of what I offer the business?
- What will it cost the business to replace me?

Think about some “if – then” scenarios as back up options to getting the pay raise that you deserve eg. “I understand that there are budget concerns currently, but IF I am able to deliver a cost saving of $X, THEN I hope you agree that the pay raise I expect is justified.

I definitely agree with considering the entire package – I have coached a number of people who time and time again would be knocked back on a 10% pay raise, only to instead request a 9 day fortnight for the same pay and have instantly approved – be flexible in your approach.

There are a few more to keep in mind –

1. to come with a short statement of why you are at the negotiation (what you bring to the organization that is special – “I’m here to provide StateUn with depth in American religious studies and to see if we are a good fit).

2. by going slowly when it comes to making a commitment you show you are not dying for any job, you have other choices, you are not a pushover. Rushing to an agreement is what people do if they hate negotiating and want to get out of the room with anything, just let me outa here).

3. do research first – find out how many raises in prior years, what the organization’s budget is like this and next few years if you can project that out, how enrollment is going, and how your contribution can/will help their bottom line.

4. usually there is more than one person on the other side – analyze who your allies will be – talk to them in private, ask them how it is going? what do you bring to their department/institution? how strong is your application? how much ‘room’ do they have? what is their timetable?

5. as the above shows there is a lot of information to be gleaned by asking questions in the public discussions and in the more private back channel talks with allies. If you think you know what is going on, you are probably wrong.

6. don’t hesitate to hesitate – ask if this or that is ‘the best they can do given that most similar institutions are offering 20% more (vacation, health, etc.)… let them squirm a little – its only a game and both sides have to play or its not a game, its a one-way dialogue. Of course in a bad economy there are constraints that no one can change – find out what they are ahead of time so you don’t look silly trying to turn a sow’s ear into a silk purse (grin).

7. as stated in the talk, remember that there are many interlocking pieces and they may be more flexible on health care, or vacation, or research budget, or retirement contribution, or office space, or lab supplies, or travel budget, or reducing time-sucking committee obligations, etc.

8. I’ve worked at various colleges and universities and noticed that during the negotiation process the institution dedicated to truth and higher learning acts more like a flea market bargaining session – so use words carefully, don’t take anything personally, be positive, decide to enjoy the give and take… its a growth experience.

I’ve been working on the dynamics of negotiating for a while and have more suggestions here:
http://www.negotiatorpro.com/procfornegco.html

Thanks for reading this.