1. Negotiation Skills For Managers Using Time, Information, Power
If you understand the theory behind different approaches, and how to decide which one is most useful, the process is easier for the manager to write and more meaningful for the employee
UCLA Administrative Management Group Thomas Nykiel, Chief Financial Officer Institute For Pure And Applied Mathematics

2. Goals For This Presentation
Apply these skills next week
Build enthusiasm for studying Field of Negotiation (Herbert Cohen)
Memory mnemonic T.I.P. Time, Information, Power
Embrace Power as a neutral tool; Know the types of Power
Negotiating Up, HR/Managers saying not allowed
Improve Salary Negotiating
Compliance is a given.
UC AMP 2017

3. What is Negotiation?
“…the field of knowledge that focuses on gaining favor of people that we want things from.” (Herbert Cohen)
We want –money, justice, prestige, freedom, status, love, security, and recognition
Some know better than others how to get what we want
“You are about to become one of those people!”
Compliance is a given.
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4. Power Neutral Tool (objections-manipulative/amoral ends)
President Lyndon Johnson
Competition, Recognition, Risk Taking, Morality, Rewarding or Punishing, Credibility, Precedence, Teamwork, Commitment, Resources
The two should be the same—be clear. Don’t be afraid to tell the truth, don’t be afraid of the reaction.
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5. Competition Recognition Risk Taking Types of Power
Core functions : JD, what makes the job relevant, if vacant, what functions MUST be covered by someone else
Class scheduling
Project v core job objectives
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6. Morality, Knowledge of Needs Rewarding or Punishing
Types of Power
Morality, Knowledge of Needs
Rewarding or Punishing
Credibility, Expertise
Core functions : JD, what makes the job relevant, if vacant, what functions MUST be covered by someone else
Class scheduling
Project v core job objectives
UC AMP 2017

7. Precedence - wage increase, fairness (Global Entry Program)
Types of Power
Precedence - wage increase, fairness (Global Entry Program)
Teamwork
Commitment, Persistence
Core functions : JD, what makes the job relevant, if vacant, what functions MUST be covered by someone else
Class scheduling
Project v core job objectives
UC AMP 2017

8. Resources Lyndon Johnson Example as a Secretary Types of Power
Budget, Space, Recognition (Prestige, Access, Flexible Time, SWAG)
Lyndon Johnson Example as a Secretary
Core functions : JD, what makes the job relevant, if vacant, what functions MUST be covered by someone else
Class scheduling
Project v core job objectives
UC AMP 2017

9. Time
11th hour is when most action/concessions occur (Congress, Taxes, Students)
If I know your deadline and you don’t know mine…
Deadlines more flexible – IRS April 15th
Patience often a virtue
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
UC AMP 2017

10. Information Is power Start early gathering information
Not a grand inquisitor, but humble human being
Past encounters…assistants, customers, colleagues
Build two-way trust
Don’t spring surprises!
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
UC AMP 2017

11. Information at UC Rules, regulations, policy and procedures
Exceptions – go higher up
Use Science, Principle Investigator, Academic Content when dealing with Central Accounting Offices
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
UC AMP 2017

12. Opposition Idea vs Visceral Opponents
Idea opponents – addressed on a factual level
Creative problem solving can take place
Visceral opponent – emotional adversary, disagrees with your POV and you as a human being!
Avoid creating visceral opponents
Attacking “face”
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
UC AMP 2017

13. Opposition Power of our attitude – “I care, but not that much”
Mind over matter
Not judging actions/motives of others
Trust, Compromise vs. Win-Win
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
UC AMP 2017

14. Salary Negotiations Save to the end Gather information through-out
People who conduct self well during salary negotiations are treated better through-out
Express enthusiasm, offer is modest compared to the value I will bring
Not greedy
If the form fits the job well, it’s easy to write the review. Because it speaks to the job. With a narrative form, it’s writing a paper. If the Objectives are clear, there isn’t much to write. If the core responsibilities of the job form the objectives, even easier. You get to go over the JD at the same time. If the competencies are clear (no more than10, and should be relevant) and clearly understood, using them is easy. Same with performance factors.
Computer generated forms
Most important is to make the form work for you. Even if you have a standard form that you have to use, look at it and see how you can adapt it. Decide that you aren’t going to use all the performance factors, if you find them redundant, just make sure that the ee knows in advance what is important to you. Consider giving them a list with definitions when they are hired. Sometimes a performance factor for one job is a core objective for another: dependability or self management, i.e. getting to work on time;
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15. Practice, Practice, Practice Be honest with self, go for it!
Preparation
Practice, Practice, Practice
Be honest with self, go for it!
Don’t miss opportunities
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16. Time, Information, Power (TIP) Gain enthusiasm for Negotiation
Summary
Time, Information, Power (TIP)
Gain enthusiasm for Negotiation
“You Can Negotiate Anything” Herb Cohen, Bantam Books
UC AMP 2017

17. Tom Nykiel, UCLA, tnykiel@ipam.ucla.edu Thank you!
Summary
Questions?
Tom Nykiel, UCLA,
Thank you!
UC AMP 2017