The Value of Hiring from Within the Company

When the time comes to fill an open position within your company, one of the most cost-effective and practical methods you can use is to hire a candidate from within the current employee pool. In many cases, there are employees already working for you who are well qualified to fill your new employment openings. Look around - the perfect person for the job may be right before your eyes!

You can start by making sure to communicate with your entire staff when a position is opening up, and let people know that the company is open to considering current employees for the position. Depending on the size of your business, you can ask the HR department to review the skills and qualifications of people who are already employed by the company to see if there are "hidden talents" among the staff. Existing employees generally require less training than new hires do, and a current employee brings a wealth of company experience and knowledge to the job. Hiring a current employee ensures that your "new hire" will already be familiar with the company's policies and business goals. In addition, hiring from within the company can save you a good deal of money just on recruiting costs alone.

When a company hires from within, it has the advantage of being familiar with the employee. Having already evaluated the person's strengths and weaknesses while on the job (and having observed him or her in action over the years), employers are in a better position to know if the employee will be a good fit or not. When hiring from outside the company, however, there is always the risk that someone who appears ideal during the interviewing process will prove a poor fit once on the job.

If the employee is looking for a position that is a step up from his or her current one but still in the same department or general area, the switch will be a relatively painless one. If an employee is looking to make a more significant change - changing the course of their career path by switching to a completely different department and different type of job, for example - then while there may be a learning curve to deal with during the transition, you illustrate your company's commitment to employee development by allowing your staff member to learn while on the job.

A company that demonstrates a policy of hiring from within also fosters greater employee loyalty, which can have concrete benefits throughout the company. Employees at all levels are more likely to challenge themselves when they know that there is potential for future job advancement within the firm. This means a lower employee turnover rate and a higher job-satisfaction rate, both of which are always good for business.

Top 60 soft skills at work

A governing body based in the US, conducted a survey recently. The results of the survey was called the Workforce Profile which found an across-the-board unanimous profile of skills and characteristics needed to make a good employee. The people most likely to be hired for available jobs have what employers call "soft skills".

The most common traits, mentioned by virtually every employer, were:
1. Positive work ethic.
2. Good attitude.
3. Desire to learn and be trained.

Most of the business leaders observed that they could find workers who have "hard skills" i.e. the capability to operate machinery or fulfill other tasks, but many potential hires lack the "soft skills" that a company needs.

Top 60 soft skills
They are applicable to any field of work, according to the study, and are the "personal traits and skills that employers state are the most important when selecting employees for jobs of any type."

1. Math.
2. Safety.
3. Courtesy.
4. Honesty.
5. Grammar.
6. Reliability.
7. Flexibility.
8. Team skills.
9. Eye contact.
10. Cooperation.
11. Adaptability.
12. Follow rules.
13. Self-directed.
14. Good attitude.
15. Writing skills.
16. Driver's license.
17. Dependability.
18. Advanced math.
19. Self-supervising.
20. Good references.
21. Being drug free.
22. Good attendance.
23. Personal energy.
24. Work experience.
25. Ability to measure.
26. Personal integrity.
27. Good work history.
28. Positive work ethic.
29. Interpersonal skills.
30. Motivational skills.
31. Valuing education.
32. Personal chemistry.
33. Willingness to learn.
34. Common sense.
35. Critical thinking skills.
36. Knowledge of fractions.
37. Reporting to work on time.
38. Use of rulers and calculators.
39. Good personal appearance.
40. Wanting to do a good job.
41. Basic spelling and grammar.
42. Reading and comprehension.
43. Ability to follow regulations.
44. Willingness to be accountable.
45. Ability to fill out a job application.
46. Ability to make production quotas.
47. Basic manufacturing skills training.
48. Awareness of how business works.
49. Staying on the job until it is finished.
50. Ability to read and follow instructions.
51. Willingness to work second and third shifts.
52. Caring about seeing the company succeed.
53. Understanding what the world is all about.
54. Ability to listen and document what you have heard.
55. Commitment to continued training and learning.
56. Willingness to take instruction and responsibility.
57. Ability to relate to coworkers in a close environment.
58. Not expecting to become a supervisor in the first six months.
59. Willingness to be a good worker and go beyond the traditional eight-hour day.
60. Communication skills with public, fellow employees, supervisors, and customers.

Can We Train Others To Be Creative?

This question is a 'poser'! Throughout my life, I never thought for one minute that one could 'train' people to be motivated, positive, kind, polite, respectful, creative, innovative, and so forth. These are intrinsic qualities people have or do not have.

Sometimes, it is qualities they did acquire throughout their life due to circumstances, environment, and experiences, but it usually takes them many years to acquire, if these are not part of their nature and early upbringing.

One can teach them to 'demonstrate' kindness, politeness, and respect, and maybe pretend to be creative and innovative (by stealing other's ideas). We must always remember that we train people to have them perform a task or demonstrate a certain behavior. If they 'demonstrate' a behaviour this does not mean that this is part of their nature, nor of their psyche. However, based on my personal experience with others, whether in private life or as trainer, instructor, coach, or consultant, I discovered that some people do have such qualities which they 'stifled' due to difficult circumstances, never daring to bring them out in the open.

Through guidance, coaching, and leadership, we can indeed impact others in such a manner as to encourage them to bring to the surface and to outer expression the gifts they were born with, to use and develop their potential. We can gently get them to shed off their protective shell and amorphous personas with stimulus and courage, and let the juices of creativity flow. We can help them realize their value as 'intelligent' human beings, who can contribute something uniquely theirs.

We coach, guide, and lead by example, prod and encourage, offer support, open the doors to what's possible, and we give easy to understand examples.

After preparing this creative setting, and sharing with them personal examples, as well as the examples of others (individuals, groups, and companies), we begin bringing back the subject to our immediate interest: the organization and our area of work.

We select (for discussion) one or two facets of the operation. We analyze these, with input from the group. We ask if the status quo is the best way it can be done or if the organization, or 'we people', can improve on this.

We (trainers, facilitators) present at least two different proposed improvements, and ask the group to join in and suggest alternatives no one maybe yet thought of (way to improve service, operations, work procedures, product quality, customer satisfaction, sales, savings, or profit).

We, ourselves, speak with excitement, so we can communicate it to the group. We treat the people we speak to with respect and as equals. We create an environment in which 'we all', as a team, plan to find better solutions.

We begin seeing their interest perk up, their eyes sparkle. We can almost see many thoughts racing through their minds. We ask a few, by name, to share their thoughts with us.

Once we break the ice with one, two, or three, of the group, and get them to present ideas, we sense that all the rest now want to pitch in. Sometimes, we cannot contain the rush of thoughts and have to begin establishing some order. When individuals propose something, we ask the group what they think and who is ready to comment on this proposal. We ask who else has a proposal 'we can learn from'. We get a dynamic discussion going.

From 'presenter' we now turn into 'facilitator' and 'leader'. Each suggested proposal is given importance, analyzed by the group to see if it indeed offers additional value to the operation and/or to customers.

We sense the excitement and high motivation in the group. We go one step further and ask someone to come to the whiteboard (or flipchart) to write down the different ideas presented.

We regularly express our appreciation for their contributions. We wonder aloud at their creative thinking. We ask them how all these valuable ideas could be practically implemented.

We gently make sure that whoever speaks is not interrupted or derided by others, however impractical the idea presented. We (ourselves) find value in each contribution. We engage people in a respectful conversation about their idea(s).

In such a session, we turn a roomful of listless and cynical supervisors (and/or employees) into a highly motivated and creative team, working towards one objective: How to come up with ideas to improve operations, the organization, service, etc.

Please note that this is 'not' a training session to teach creativity, but is a dynamic exercise in creative thinking, which we, ourselves, lead like a maestro. The participants are the members of the orchestra who will realize the 'production' we want.

In such sessions, we often discover ideas we and all of management never thought of. Participants too are amazed at their individual gifts and collective power of thought. It gets them excited. It also give them the opportunity to demonstrate their value as individuals and be acknowledged for this.

Following such a session, we continue receiving more ideas from the individuals in our group. We can keep this up we honestly discuss the feasibility and practicality of each idea presented, explaining why some cannot be implemented. We critique, but do not criticize.

We have to show that we did take their contribution into serious consideration, and appreciate it sincerely.

The purpose is not only to create a dynamic discussion, but to follow through on this. It must have meaning which relates to them.

I cannot think of any other way to lead people to think creatively. If you do, please share with me, but make sure it is based on actual, successful experience.

We cannot 'train' people to be creative. We can only lead them by personal example (we give them clear examples of 'our' creative thinking) and examples of others, as well as guide, coach, and inspire them.

All this is easier said than done because not all supervisors and trainers are 'creative' themselves, or capable of leading and inspiring.It is not only a matter of quality, but intelligence, sensitivity to others, experience, and sawy.

This is why we should always focus on training and coaching supervisors (and trainers). Their performance in this area does not depend on their reading, nor on college degrees. It is much more refined. We are asking one person to affect the mind and innermost soul of others.

Such supervisors and trainers must not only be intelligent and sensitive, but have a sincere desire to help others succeed. They must not be driven by personal agendas and selfish interests.

This is why it is so important to choose trainers and supervisors most carefully and, once hired and/or promoted, to offer them full training support, whatever the cost. It is always wiser to promote 'after' such training will have been provided.

Believe it or not, I wrote the above on a pad while sitting at a coffee house on the beautiful Vancouver beach front yesterday. Wish you were all here so we could discuss the points made.

One thing more, which needs to be said again: Employees are not robots we can command with pushbuttons. They are led by generals (supervisors) . We must concentrate on supervisors before demanding a certain behaviour from the rank and file.

Researching The Company - Know Who You Want To Work For

A career in the hospitality industry can be an incredibly rewarding experience. Not only will a hospitality job provide outgoing people with an excellent chance to broaden their horizons through the people that they meet, there are always opportunities for growth and advancement within every niche of the industry, whether you choose a hotel job, a restaurant job, or any one of the other dozens of possibilities available. The key to a long and satisfying career within the industry is careful selection of the company that you choose to work for.

Businesses that cater to providing services to people out to get away from the grind can have a wide range of employee satisfaction. It is very possible to find the right fit for your career conditions through a simple research process.

Pinpoint Your Perfect Employer: The Research ProcessThere are several areas in which a job seeker can look for information that determines whether or not a specific company is right for them. Dave Fischer, who has worked in management positions in several restaurants and now runs a consulting firm which caters to resort jobs, suggests the following list of criteria when looking for the right hospitality job:

1. Are there possibilities of advancement within the company?
2. Determine how the company advances their employees. Is seniority or work ethic and skill the deciding factor?
3. Does the company have a good record when it comes to employee retention?
4. What kind of benefits does the company offer to long-term, full time employees?
5. Does the pay scale reflect industry standards?

"I have found the companies that can offer examples of employee advancement, that reward their long-term employees with better-than- competitive benefits and pay scales, and that base promotions on ethics and understanding rather than on seniority have the most satisfied employees," says Fischer. "These employees tend to make the business their career."

Conducting Research: Where To Look
There are several places that prospective employees can look when seeking the answers to their questions. Each option offers varying degrees of reliability and quality of information, but taken as a whole they will provide a job seeker with a good idea of the big picture as far as company/employee relations.

1. Word of Mouth
The first step in any process, including searching for that perfect foodservice job or other hospitality job, is to work your contacts. Most people within the hospitality industry will have contacts in various places of employment; make sure to check with your friends and acquaintances to see how they and their co-workers are treated at the company you are interested in.

2. Public Records
Another great place to find information on companies are public records. This includes resources such as the Internet and other forms of media as well as local records from Better Business Bureaus and Compensation Boards. These sources will let job seekers know what type of customer service the company provides, and how busy the company is. Most hospitality job holders will tell you that the busier the company, the better the job.

3. Interviews
A lot of potential employees seem to forget that their interview is just a much a tool for their use as it is for employer," says Darren Parsons, owner of Ric's Mediterranean Grill. "The interview is probably the best spot for a potential worker to find out all that they want to know about the company and their spot in it, both for the present and the future. What's more, hiring managers are more likely to hire someone who has an interest in the operations and history of the company. It works both ways." Make sure that you are prepared not only with the answers to questions during your foodservice interview or your hotel interview, but also with some good questions of your own!

Good Research Will Lead To A Great Job
The old adage "the more you put in, the more you will get out" seems to hold just as true for finding a job within the hospitality industry as it does everywhere else. Job seekers who take the time to do a good background check on their potential places of work are not only likely to be happy at their positions, they are also more likely to be hired. From the start of the search right through to the interview questions, gathering information is vital to a long and happy career.

Beef Up Your Resume - Don't Let Lack of Experience Limit Your Success

Kathy Broughton had worked in customer service most of her life, but never as a hotel front desk clerk. She had experience as a barkeep, server and retail sales clerk, but no specific training in an industry that interested her. When the opportunity arose to apply for a job at a local hotel chain, she was concerned her lack of specific experience would hinder her chances of landing this hospitality job.

After taking some industry-related courses, she faxed her resume in response to a newspaper ad, then was called for an interview and was working three days later.

Her secret? "I stressed my customer service on my resume, and they took my experience as a plus. I knew I had the personality and qualifications to do the job."

Just Starting Out?

Being new to the hospitality industry isn't an automatic "don't call us, we'll call you." There are ways of tailoring your resume to get that all important interview, even if you're new to the business.

Your objective needs to be really clear, advises chef-consultant Gary E. Miller. "If you don't have the resume to back it up, you must say up front you really love the restaurant industry, you have spent some time in the business, you have the interest and a willingness to learn."

Quite often, he adds, applicants don't have relevant experience, especially if they're applying for a starter job in the restaurant industry. But he doesn't see this as an impediment to advancement.

"I'm a huge believer in attitude over aptitude. Tremendous attitude has it over the person with a world of experience who thinks he can change the world. I want someone who does what I ask and can do it well."

Focus On Your Skills: Quantify What You've DoneEveryone, says recruiter Peter Shrive, a partner with Cambridge Management Planning, has work experience. Summer jobs, assignments, coop placements, part-time jobs, internships all count. "Almost anyone has skills that can be marketable," he says.

He offers the example of a student who might have run an ice cream stand. How would that person describe her job experience on a resume? "What you did was purchase raw materials, planned inventories, dealt with 31,000 customers, grew sales by X%, generated Y% in profits, managed banking, handled cash transactions, honed customer service skills, arranged for repairs, located and hired staff, worked with the owners." Suddenly, that summer job sounds very relevant to a position in the hospitality industry.

Shrive also advises job seekers to quantify previous experience on their resumes. You weren't just a server working in a particular restaurant. Include on your resume how many customers you served in a day, how many bills you managed daily, how many receipts you gave without mistakes.

"Servers have to remember all the specials, have to be able to tally the bill properly, have to be able to carry all those plates. These are marketable skills," he says.

Mind The Gaps

Gaps in your resume can be inevitable if you're switching careers or have taken time away because of maternity leave, illness, traveling, or periods of unemployment. To a prospective employer, though, gaps can become red flags, so they should be handled carefully. If the gap was legitimate, be honest. If you were unemployed, explain what you did with your time and what types of jobs you applied for. Backpacking in Europe, however, suggests irresponsibility. In that case, Shrive advises you talk about the opportunities you took to study hospitality trends, comparing restaurants or studying customer service in different countries.

Tips For Beefing Up Your Resume

1. Start with a strong "functional" resume.
2. Lay your cards on the table. Let the employer know if you lack specific experience, but that doesn't mean you lack appropriate skills and an enthusiasm for the hospitality industry.
3. Make up for your lack of experience with a knowledge of the industry, plus specific knowledge of the establishment to which you're applying.
4. Emphasize your skills, not your places of employment.
5. If you've worked in one job for the past 10 years, don't assume this is the only job for which you're suited. Job skills are transferable.Let's say you want to move from a front desk job in a hotel to a different hospitality sector. Talk on your resume about how you've honed your customer service skills, developed your money management, learned computer skills, increased international skills, enhanced your local knowledge.
6. If you've jumped around from job to job, be prepared to explain why. Employment instability can be a red flag, especially in a high turnover industry like hospitality.
7. Instead of listing your months of employment, use years and consider not listing every job you've held unless it's relevant.
8. Trying to shift careers? Research your new industry and tailor your resume accordingly. If your number one skill is people handling, then look back at your career and find the top examples of customer service experiences.

Succeeding in Interviews Often Means Being Likable

Question:
How long should answers be during interviews? When responding, should I say, "When I become vice president of your company" or "as vice president of your company"? How much should I try to control the interview?

Answer:
Here's one of the most important things to know about interviewing: By the time you're invited to meet company representatives, the employer usually believes you're qualified to do the job. Now, the company wants to know if you'll fit in and work well in its environment.

In other words, the interviewer is hoping to learn you're someone who should be invited to the party, says Mike Lorelli, chief executive officer of Latex International, a Shelton, Conn., mattress-foam company. "At this point, cultural fit is more important than talking a long time about your degree," he cautions.

(As an aside, you can see why it's so important to network and be referred for a job by someone the company trusts. This way, the interviewer is already predisposed to like you.) There isn't a specific formula for interview success. The best sessions are typically conversational give-and-takes where the interviewer and candidate form a personal connection. Talking too much won't allow for that.

"There is nothing more painful than someone giving an answer that is seemingly endless," says Mr. Lorelli, whose career includes the presidencies of large consumer products companies.

Take your cues from interviewers, he suggests. If they speak in shorter sentences, respond in kind. One way to know if your answers are too long is if the interviewer interrupts you to ask another question, says Joshua Burgin, senior manager, IT projects, for the Fred Hutchinson Cancer Research Center in Seattle.

"For me, the best answers are those when you appear to have listened to the question and answered it directly and also gotten behind it and said something so I can follow up," he says.

Try to gauge how you're doing with such queries as "Would you like a short or long answer to that?" or "Is that what you wanted to know?" Mr. Burgin suggests. "I like candidates who can recover from stumbles over those who don't seem to read the question correctly," he says.

It's important to be comfortable with yourself during interviews, which means doing what's natural to you - which isn't likely to include saying: "when I am vice president of your company." Often, using that sort of phrase can backfire and make you seem arrogant or presumptuous.

If an interviewer is on the fence about you, it's best not to take that chance. "It isn't horrible to say something like that, but when I'm not completely sure about someone, it probably wouldn't work for me," says Mr. Burgin.

Controlling an interview is wise in the sense that you should try to get a few important points across during the meeting, says Mr. Lorelli. For instance, if you learn from your research that you and the interviewer have something in common, such as a hobby, try to work it into an answer. Mr. Lorelli plays golf and is a private pilot, "so if a golfer or pilot were interviewing me, I would work those things into the conversation, " he says.

Or, if the opening has international responsibilities, let the interviewer know you have traveled of worked globally in the past.

Asking thoughtful questions can help turn the interview into a conversation, says Mr. Burgin. "I worry about a person's fit when I'm only asked simple things like about the health benefits," he says.

Everyone loves to talk about themselves and their interests. Look for clues about an interviewer when you enter the person's office and comment on them, Mr. Lorelli suggests. If the office is bare, ask the interviewer how long he or she has worked at the organization and how they like it. Remarks like this make you seem friendly and likable - and very possibly someone the company may want to hire.

How Do We Help Employees Achieve Better Work/Life Balance?

Q: What concrete steps can my company take to help our employees achieve a better equilibrium between their professional goals and personal lives?

A: Corporate culture is the most critical driver of successful work or life balance. Some cultural issues, as well as personal life issues, may differ from country to country. But there is some common ground that typically transcends global boundaries. For example, employees often need work schedule options that give them the flexibility to accommodate their personal and family needs, whether it's child care, unexpected family emergencies, doctor's appointments, personal time for school events, and so on. So a flexible policy on work arrangements becomes the centerpiece of a work or life balance strategy.

But any flexibility policy your company puts in place will only be words on paper if the culture doesn't exist to endorse and support the policy. When you have the right culture for flexibility, you know it right away and so do your employees. Flexibility becomes a normal part of the way people work, rather than an enforced policy.

The type of work, the level of trust with employees and uniform guidelines are critical factors for granting any form of flexibility. In addition, it should be standard procedure to have a formal collaboration between manager and employee: a request proposal, for example. The proposals must be weighed on the basis of both professional needs and personal needs.

To gain managers' support, it is important to develop a "what's in it for me" business case for work life balance. This will differ from manager to manager. For one manager, it might be a recruitment or retention issue. For another, it might be the additional productivity by enabling employees to work at their most productive times - early starters or finishers versus late starters or finishers, for example or from their most productive work environment (office versus remote location). For another manager, it might be the reduction in unscheduled absences - it's often easier to take the whole day off than to ask for a couple of hours to deal with a personal or family issue. In the end, managers have to see some return on investment, such as enhanced productivity.

The employer's primary responsibility is to train managers to be sensitive to their employees' personal needs and to break down traditional "face time" mentality: the attitude that employees can only be trusted when they're within their manager's line of sight. Employees' primary responsibility is to maintain the productivity standards that are expected of them. A joint responsibility is to communicate with one another on these issues in an open and trusting environment. This concept of shared responsibility becomes a win-win by valuing both business success and personal fulfillment.

A culture of trust, combined with effective training and communication, provides the perfect environment for flexibility - and the work or life balance that comes with it.

Interview Tips

• Before the Interview:
  
  Prepare for the interview.
• Dress appropriately in simple, comfortable clothes that reflect your personality.
• Avoid wearing new shoes (squeaking noises) and do practice wearing your tie.
• Be punctual – don't be late or even too early.
• Read up about the company, what business they are into, growth trends, diversification etc. Read your own resume - be sure that you don't have to look into your resume to recall details during the interview.
• Carry extra copies of your resume and testimonials – you never know when you may need them.
• Make sure you know the full name and designation of the person interviewing you.
• Keep your references ready.
• Remember to make a note of your previous or current salary with all its components.
• Make a good first impression.
• Wish the interviewer( s) cheerfully and with a smile.
• A firm handshake is an indicator of how you are feeling. If you are a lady, then some male employers might not make the first move, but go ahead and initiate the handshake.
• Wait till you are asked to sit down.
• Look the person in the eye.
• Do not appear too nervous or overconfident. Your body language usually conveys more than what you are saying. Don't slouch or lean forward too much.
• Try to curb nervous mannerisms eg. fidgeting or biting your finger.
• Appear comfortable, confident and interested in securing the job.
  
  During the interview...
• Start the interview with a pleasant smile.
• Always remember to give a firm handshake. If there are women in your interview panel, wait for the other person to extend the hand while shaking hands.
• Listen carefully to what the interviewer is saying.
• Stress on what you can contribute to the organisation.
• Remember that the employer is in control of the interview.
• Don't be too long-winded – say what you want to convey in crisp sentences and use terms that would convey your job & achievements.
• Complete your sentences - don't answer just yes or no.
• What you don't know can be learned – tell them if you don't know something. But give instances of how quick a learner you are.
• Do not boast. People on the other side are shrewd and can generally see through you. At the same time talk about achievements giving due credit to others.
• When talking about yourself and your aspirations, do not sound vague or do not say that you don't know something. You should be very clear and precise about what you want to do, where you want to go etc.
• If you don't understand a question, ask for clarification, don't answer vaguely.
• Don't talk about your personal problems, why you need the job etc.
• Don't get personal – even if you know the interviewer personally.
• Don't be overconfident or too nervous.
• Don't badmouth your previous employer - you could do the same in the case of the prospective customer.
• Don't complain about politics, a bad boss or a poor salary - your reasons for change should be higher responsibilities, location etc.
• If the interviewer is interrupted during the course of the interview, don't pick up papers on his or her desk and read them.
• Don't ask about salary before the offer is made.
• Strike a balance between what you actually are and what you want to be – don't paint a picture of yourself as somebody who is not concerned about money, social status etc.
• Don't be in a hurry to complete the interview.
• Ask questions at the end of the interview – it could be about the company, the job or the next stage of the interview process. It will be an indicator of your interest in the position.
• Send a thank-you letter – outlining your interest in the job and why you are qualified for it.
• Be positive and confident - and the job is yours!

How to Negotiate the Perfect Salary-Linda Matias.

A company is interested in hiring you for a new opening. You feel as if you are in high demand because you are in a skilled-labor or professional position that requires skills that you possess. If you are considering any new position and you are already employed, you should be seeking higher wages, a better working atmosphere, and an overall improvement in your career.

Not asking about your wages up front is a mistake. During most every interview the employer is going to ask you that one question, which is: "What wages are you asking for if you were to come to work for us?" While this can be a difficult question to answer point-blank when you don't know the current rate of pay in the company, you can come prepared for the question and negotiate a higher rate of pay.

Never act surprised when that big question is asked. Come to your interview prepared! Make a list of questions that are always asked during interviews, such as: Are you new to the area? Do you have a degree in this industry? What did you like best about your last job? What did you like least about your last job? Can you name three strengths you have, and that would apply to this position? What are your weaknesses?

Being prepared is going to help you get through the interview; then as it comes time to negotiate your salary you are better prepared, not only with good conversation, but also in selling yourself to this company, which is essentially what you are doing! You want to start out with a base-level salary, but you are expecting a review of your performance in 60 days, or 6 months. In stating you are asking for a base salary and then expect a raise as you show you can perform and be beneficial for the company, you will show the potential employer you are confident in what you do and in how you complete your job.

Along with asking for a higher salary right from the start, you can also have a conversation with the employer that you are prepared to accept a set dollar amount per week, but you also would require additional benefits. Many times, the benefits are going to be easier for the company to provide, but even with a base salary, overall you are getting paid a higher rate. Examples of benefits include a laptop computer so you can work from anywhere, a cellular phone, a gas card for travelling, and perhaps an expense account for dining with customers or dealing with marketing needs.

You may be permitted a clothing allowance, a tool allowance, or perhaps you could start out with two weeks of vacation per year instead of one. But you need to remember that the perfect salary is going to be one that you are happy with and one with which you feel you can support yourself and / or your family. You don't want to give up too much of your salary to get the benefits that will not be cash in your pocket.

Preparing your answers up front before the questions about salary are asked during your interview will show you are confident in your abilities, and that you know what you are worth. Never be afraid to ask for another $29 per week, or another $200 per week, when you know what the salaries are in the industry you are working, and you have the experience to back up the negotiations for additional salary! If the employer states that your price is a little out of their range, remind the employer they are going to save money by hiring you because you are trained, you are bringing years or months of experience, and you have ideas for the position that will boost your overall levels of input and productivity that will benefit the company almost immediately. Never be afraid to state what you know, and what you can do for the company.

Negotiate with the employer before the first day of employment.It is important that if wages were not discussed during your interview, that you make an appointment and discuss your salary before you start working anywhere for anyone. While you may have a set wage in your mind and what you know you should be paid, the employer may have a scale, stating you are paid X dollars per week, and raises are given yearly. If you are not sure what your salary will be, then nine times out of ten you are not going to get the wages you expected.

Negotiate with confidence.

When you are negotiating your wages, you need to be confident in your answers, and in what you are asking. If the question never comes up during the interview, then you need to initiate the topic. Look the employer in the eye, showing you are not afraid of any topic, any time. Ask what the salary is. If the answer is not high enough for you, add additional questions.

Looking the person in the eye, with a strong voice, ask what the benefits are, and when reviews for raises are considered. If you are not happy with the answer, make a statement along the lines of: "I was expecting the position to pay $X." If you are not satisfied with the beginning salary, set expectations about when you expect reviews, or find out what the company has in their policy for reviews and raises in compensation.

Things you can do if you find the employer is not going to budge on the salary being offered:

1. State that you will have to think about it, and then don't call the employer for a week. If you are not calling the employer and they need to fill this position right away, there is a chance they will call you and offer you a higher wage.
2. You can ask for additional benefits, such as the gas card, expense account, cellular phone or extended vacation time.
3. Your compensation also includes a combination of sick time, personal time, and medical benefits. If you are not able to get the higher salary you want or need, inquire about the company paying full medical benefits, more sick time, more personal days, and similar types of benefits. These are benefits that hourly employees may not be offered but ones that you can negotiate into your salary package.

If you are interviewing at more than one location, for more than one job, don't be afraid to bring up the fact that another company is interested in you and is, in fact, offering you a much more competitive salary (if it is true, of course). This will reveal to the employer that you are valuable and perhaps they should rethink the salary offer they put on the table.