Human resources slide 1

NEGOTIATION
Topics we are going to cover:
 Negotiation: Definition, Situation, Types & Styles
 Salary negotiation
 Team work and work performance
 Empathy
 Negotiation Models
Negotiation Definition
Human resources slide 2
 A process in which two or more parties exchange goods or services
and attempt to agree on the exchange rate for them is called
Negotiation.
 It involves discussion between two or multiple parties with the aim of
ending differences and reaching an understanding.
 Parties tries to further their interests and also tries to attain a
compromise.

Negotiation Situation
 From wages negotiation at the time of
recruitment
 Negotiations with unions regarding their
requests
 Resolving employee conflicts
 Making downsizing decisions
 Making budgetary allocations
Negotiation Types
Human resources slide 2
 Distributive Negotiation is also called hard
bargaining and is similar to haggling in the market. It
is viewed as distributing a fixed amount of value
between the parties. Parties employ guile and deceit to
cede as little as possible to the others.

 Integrative Negotiation, here, both parties try to

increase the value through talks. There is also greater
cooperation and trust between the two parties. It is
also called principled or interest based negotiation
 Competing:
These individuals try and win the negotiations i.e.
they try to maximize their own benefits in the deal.
Human resources slide 4 They do not pay any importance to relationships
during negotiation

Avoiding: Collaborating:
They are
These people do
empathetic to the
not like
problems of the
negotiations and
other parties, and
will not engage in
easily use
it unless absolutely
negotiation to
required
solve complex
problems

Accommodating: Compromising:
They involve They are too eager
preserving the to close the deal by
relationship and giving in to the
giving in to the requests of the
others’ requests. opposite party
Such people can be
easily taken
advantage of
Negotiation Styles

Human resources slide 3
 These are discussions between
Importance
yourself and a representative of
your current or prospective
company that aim to help you
secure a higher salary.
 It doesn’t matter if you’re a long-
time employee or a new hire: if you
feel that your salary isn’t enough,
you should feel empowered to
negotiate in order to get what you
deserve.
 When you decide that you want to
negotiate for a better salary, be
prepared to
Salary Negotiation
 It’s how your company shows
you that they appreciate your
work and value you and your
skills.
 It is how your company
supports your work-life balance.
 For career development
 Work flexibility and health-
related perks
Additional Perks
 University Tuition Reimbursement
 Training, Professional
Development + Certifications
 Mentoring + Coaching
 Childcare
 Health + Fitness
 Flexibility
 Build your case: You will need to
prove that you are worth investing
in, with specific examples of value
you’ve given to employers in your
career.
 Face some resistance: Even air-
tight cases for a salary increase can
face resistance, so be prepared to
answer questions, especially, “Why
do you deserve this salary?”
 Strike a Balance between Firm
and Flexible: Your salary
negotiations won’t go well if you
refuse to give any ground or say
“yes” to a minimal salary increase.
Be prepared to go back-and-forth
during negotiations and be sure that
any compromise reached is
acceptable
Teamwork and Work Performance
Human resources slide 2
 Team: It is defined as a group of individuals who work collectively
to achieve the same purposes and goals to provide an excellent
quality of services

 Team Work: It is the ability to enable the members of the team to

have a higher level of emotional security, self-confidence and the
ability to plan and decide with others positively. Helps in creating:
 Healthy work environment with workable agendas
 Creative activities
 Positive strategies and values.
Absence can lead to
 Occupational Failure
 Disappointment
 Low Morale
 Poor Productivity

 The Work Performance of the team is higher

than individual performance when the work
requires
 Broader scope of knowledge
 Judgment
 Opinion.
Factors Associated with Teamwork
Human resources slide 8
Trust among all team members

Well-Preparation to engage in various debates around ideas

Learning to commit to decisions and plans of action

Effective leadership and structure of teams with well-defined roles

and responsibilities of team members

Proper performance evaluation of team members and rewards and

recognition for outstanding work

Focusing on achieving collective results

 Talk about empathy. Let employees Empathy  Encourage genuine perspective
know that empathy matters. Though taking- Employees should put
Human resources
 Monitoring
slide
task-oriented skills like
 Empathy 3 to experience
is the ability
themselves in the other person’s place.

 Planning and relate to the thoughts, emotions,  Cultivate compassion- Support

 Controlling or experience of others. persons who care about how someone
 Commanding performance  To improve their performance and else feels or consider the effects that
 Teach Listening Skills. To effectiveness, employees may need to business decisions have on employees,
understand others and sense what they develop the capability to demonstrate customers, and communities.
are feeling, one must be good listeners empathy.
 Skilled listeners let others know  Empathy is not a fixed trait. It can be  Support Global Managers - Working
that they are being heard learned. across cultures requires managers to
 When one is a good listener,  Empathy skills can be improved in a understand people who have very
people feel respected and trust number of simple ways different perspectives and experiences
can grow.
 Specific listening skills include:
• Listen to Hear- The meaning
behind what others are saying.
• Be an active listener- Ability to
hear and understand someone
else.
Negotiation Models
Human resources slide 5
In this model, each and every individual
involved in negotiation wins. No body
is at loss in this model and everyone is
Win Win benefited out of the negotiation. This is
the most accepted model of negotiation.

As the name suggests, in this In this model one party wins

model, the outcome of and the other party loses. In
negotiation is zero. No party is such a model, after several
benefited out of this model rounds of discussions and
Win Lose negotiations, one party benefits
Lose while the party remains
Lose dissatisfied.

Human resources slide 3
 Rapport: It signifies the relation
between parties involved in
negotiation. The parties involved in
negotiation ideally should be
comfortable with each other and share
a good rapport with each other.
 Analysis: One party must understand
the second party well. It is important
that the individual understand each
other’s needs and interest.
 Debate: Nothing can be achieved
without discussions. This round
includes discussing issues among the
parties involved in negotiation. The
pros and cons of an idea are evaluated
in this round.
RADPAC Model
RADPAC Model of Negotiation is a
widely used model of negotiation in
corporates
 R - Rapport
 A - Analysis
 D - Debate
 P - Propose
 A - Agreement
 C - Close
 Propose: Each individual proposes his
best idea in this round. Each one tries
his level best to come up with the best
possible idea and reach to a conclusion
acceptable by all.
 Agreement: Individuals come to a
conclusion at this stage and agree to the
best possible alternative.
 Close: The negotiation is complete and
individuals return back satisfied
Human resources slide 10

Thank You