Nearly half of workers (49%) don't negotiate their first job offers。
幾乎有一半的人(49%)在得到第一個(gè)工作機(jī)會時(shí)沒有進(jìn)行談判。
Oftentimes, it comes down to a lack of experience in negotiating, which can be a tricky step for most。
通常情況下，這樣做是由于缺乏談判經(jīng)驗(yàn)，這對大部分人來說都是棘手的一步。
A new survey published at CareerBuilder found that the more work experience candidates gain, the more likely they are to negotiate that first offer。
發(fā)表在凱業(yè)必達(dá)網(wǎng)站一項(xiàng)新的調(diào)查發(fā)現(xiàn)，用戶的工作經(jīng)驗(yàn)越多，他們在工作錄用機(jī)會前更有可能進(jìn)行談判。
Participants in the study who were at least 35 were 55% likely to negotiate the first offer compared to 45% of workers between the ages 18 to 34. Furthermore, men (54%) tend to negotiate for higher salaries than women (49%)。
在參與研究的受試者中，35歲以上的有55%的人在工作錄用機(jī)會前進(jìn)行談判，而18歲到34歲的人中這個(gè)概率是45%。另外，男性(54%)比女性(49%)更容易就薪水進(jìn)行談判。
But whether you have negotiating experience or not, pushing for what you want at the beginning of your career will have payoffs later on in your professional life。
無論你有沒有談判經(jīng)驗(yàn)，在職業(yè)生涯一開始就奮力爭取會為你以后的職業(yè)生涯帶來回報(bào)。
Below, Deepak Malhotra, a professor at Harvard Business School, provides negotiation tips for his business students。
下面是哈佛商學(xué)院[微博]的教授迪帕克-馬爾霍特拉為他的學(xué)生所提供的談判技巧。
1. Make the other side believe that you deserve it。
1.讓別人相信這是你應(yīng)得的。
"It's not enough that you believe that you deserve it," says Malhotra. "It has to be believable and justifiable to them." Essentially, don't ever ask for something without giving a good explanation of why you deserve it and why it's a legitimate thing to ask for。
“光你自己認(rèn)為這是你應(yīng)得的這還不夠，”馬爾霍特拉說。“對別人來說，必須是可信的、合理的。”從本質(zhì)上講，在沒有給出合理的理由說明為什么這是你應(yīng)得的以及為什么你所要求的是合理的之前，不要去要求。
While it's important to fight for what you deserve, Malhotra also says to keep in mind that you still need them to like you at the end of the day. "They need to be able to want to do it for you," he says. Learn to walk the thin line between promoting your successes and coming off as arrogant。
雖然爭取你應(yīng)得的非常重要，馬爾霍特拉也說過，要記住，你仍然要讓他們在考慮過后仍然喜歡你。“你需要讓他們想為你這樣做，”他說。學(xué)會在促進(jìn)成功和去除傲慢之間保持平衡。
2. Help them justify it to their bosses。
2.告訴別人如何幫助自己向老板證明。
No matter how much someone wants to do something for you, they may not be able to due to internal constraints. Before the negotiation process, "you want to spend a lot of time figuring out where they're flexible, where they're not flexible," he tells Harvard business students。
無論有人多么想為你做些事情，但由于內(nèi)部的約束，可能都無法實(shí)現(xiàn)。在談判過程之前，“你得花大量的時(shí)間弄清他們哪些地方比較靈活，哪些地方不夠靈活，”馬爾霍特拉告訴哈佛商學(xué)院的學(xué)生。
Basically, you need to understand what they can give. Keep in mind that they still need to sell the deal to their higher ups, so if the company is hiring 20 other people from your school, it might be difficult for them to explain why you deserve a higher salary。
其實(shí)，你需要理解他們能給予什么。記住，他們?nèi)匀恍枰哔u，所以，如果公司從你的學(xué)校雇了20人，那對他們來說就很難解釋為什么你的薪水要高一些。
3. Let them believe that they can get you。
3.讓別人相信他們能夠得到你。
It might make them push harder and faster for you if they think someone else might scoop you up, but they also need to believe that they have a real chance at hiring you。
如果他們認(rèn)為別人可能挖走你，那他們可能會更努力、更迅速地說服你，但他們也需要相信他們真有機(jī)會能讓你成為他們的員工。
Says Malhotra: "Nobody is going to go fight for you, go to bat for you, expend political or social capital internally for you if they think at the end of the day you're going to say, 'Thanks, but no thanks.’
"馬爾霍特拉說：“如果他們認(rèn)為考慮過后，你會說，‘謝了，但我不感興趣。’那就沒人愿意去爭取你、去幫你、為你在內(nèi)部花費(fèi)政治或社交資本。”
4. Know the other party。
4.認(rèn)識另一方。
People often think negotiating is all about persuading the other person to think the way you want them to, Malhotra says. And although that plays a part, "nothing is fundamentally more important than understanding the person on the other side of the table from you."
人們經(jīng)常認(rèn)為談判就是勸說另一人去以你想要的方式去思考，馬爾霍特拉說。雖然這是其中的一部分，“但沒什么事情比你去理解另一方的人更為重要。”
Who are they? What do they like? What are their interests? What are their constraints?
他們是誰?他們喜歡什么?他們有什么興趣?他們受什么約束?
Malhotra says you need to learn as much as you can about a company to understand the bottom line and why they're interested in you. Then you can align your interests with theirs。
馬爾霍特拉說你需要盡可能地去了解一個(gè)公司，去理解他們的底線以及為什么他們對你感興趣。然后你就可以和他們的利益保持一致。
5. Negotiate multiple interests simultaneously。
5.同時(shí)對多種利益進(jìn)行談判。
If you get an offer and you have a few concerns, bring them up all at once. Don't list a few things, and then list a few more later in the process。
如果你有一個(gè)工作機(jī)會并有一些擔(dān)憂，那么立刻全部提出來。不要先列出幾個(gè)，然后在這個(gè)過程中又列出幾個(gè)。
"You can imagine why that's really annoying," Malhotra says. Hiring managers want to get all of your concerns upfront, so that they can go back to their bosses once and come up with a workable solution。
“你可以想象為什么這樣做很煩人，”馬爾霍特拉說。招聘經(jīng)理在前期想知道你的所有顧慮，這樣他們可以回去和老板商量并提出可行的解決方案。
It's also important to say what's most important to you. Otherwise, the employer may think that they've met you halfway, while you feel that they opted to change the least important details。
說出對你來說最重要的事情也是非常重要的。否則，雇主可能認(rèn)為他們還是不能完全了解你，而你覺得他們只選擇改變最不重要的細(xì)節(jié)。
6. Understand the meaning behind the questions。
6.理解問題背后的含義。
There's always a reason the employer is asking you something. To answer adequately, you need to understand why the questions are asked。
雇主問你問題總是有原因的。要想恰當(dāng)?shù)鼗卮�，你需要理解為什么會問這些問題。
"Don't get stuck on what they're asking you," he says. "Figure out why they're asking you." When a hiring manager asks if you're interviewing elsewhere, for example, they're really trying to figure out how fast they need to act to get you before another company moves in。
“不要卡在他們問你的問題上，“他說。“弄清楚他們?yōu)槭裁磫柲恪?rdquo;例如，當(dāng)招聘經(jīng)理問你是否在別處參加了面試，他們實(shí)際上是想弄清在其他公司行動(dòng)前他們的動(dòng)作需要有多快。
7. Ignore ultimatums。
7.忽視最后通牒。
Malhotra says that sometimes things that sound like ultimatums will be said as an attempt to show "a position of strength," but it doesn't always mean that it's actually an ultimatum。
馬爾霍特拉說有時(shí)候聽起來像最后通牒的事情是用來顯示“強(qiáng)勢地位”，但是這也不總是意味著它真的是最后通牒。
If someone says "we never do this," the worst thing you can do is ask them to repeat it. If they find out that they are able to do it for you later, they will be embarrassed if you call them out on it. In short, let them make the ultimatum a big deal, but don't make it a big deal for them。
如果有人說“我們從不這樣做”，你做的最糟糕的事情就是讓他們重復(fù)說一次。如果他們發(fā)現(xiàn)他們以后可以為你這樣做，但你說出來的話，他們會感到尷尬的�？傊屗麄儼炎詈笸号孟窕厥聝�，但是不要讓他們覺得是小題大做。
