1. HBR Case: New Recruit Negotiation, Role of Recruiter vs. Candidate
任維廉
at NCTU, 2017

2. Types of negotiation issues
1. Compatible items
Both parties want the same thing
Job assignment, location
2. Distributive items
Gain for one is a lose to the other
Starting date, salary
3. Integrative items
Create value for mutual gain
What recruiter cares more
Vacation time, insurance coverage
What candidate cares more
Bonus, Moving expense coverage

3. Compatible items: 1. Job Assignment, Both parties want the same thing
Options
Recruiter
Candidate
Division A
Division B
-600
Division C
-1200
Division D
-1800
Division E
-2400

4. Compatible items: 2. Location, Both parties want the same thing
Options
Recruiter
Candidate
Taipei
1200
Tokyo
900
Beijing
600
New York
300
Paris

5. Distributive items: 3. Salary, Gain for one is a lose to the other
Options
Recruiter
Candidate
$50,000
-6,000
$48,000
-4,500
-1,500
$46,000
-3,000
$44,000
$42,000

6. Distributive items: 4. Starting date, Gain for one is a lose to the other
Options
Recruiter
Candidate
June 1
2,400
June 15
600
1,800
July 1
1,200
July 15
August 1

7. Integrative items: 5. Vacation time, What recruiter cares more
Options
Recruiter
Candidate
25 days
1,600
20 days
1,000
1,200
15 days
2,000
800
10 days
3,000
400
5 days
4,000

8. Integrative items: 6. Insurance coverage, What recruiter cares more
Options
Recruiter
Candidate
Plan A
800
Plan B
600
Plan C
1,600
400
Plan D
2,400
200
Plan E
3,200

9. Integrative items: 7. Bonus, What candidate cares more
Options
Recruiter
Candidate
10%
4,000 8%
400
3,000 6%
800
2,000 4%
1,200
1,000 2%
1,600

10. Integrative items: 8. Moving expense coverage, What candidate cares more
Options
Recruiter
Candidate
100%
3,200
90%
200
2,400
80%
400
1,600
70%
600
800
60%

11. Optimal approach Recruiter Candidate 1. Job assign 2. Location 1,200
2. Location
1,200
3. Salary
-3,000
4. Start date
5. Vacation
4,000
6. Insurance
3,200
7. Bonus
8. Moving
Total
6,600

12. Optimal approach Recruiter Candidate 7. Bonus 4,000 1. Job assign
4,000
1. Job assign
5. Vacation
4. Start date
1,200
8. Moving
3,200
6. Insurance
3. Salary
-3,000
2. Location
Total
6,600

14. Value claimer or value creator?
Approach
Value Claiming
Value Creating
1. Motivation
Win/Lose: Search for solutions that meet own needs
Win/Win: Search for solutions that meet both parties’ needs
2. Information
Sharing
Conceal information or use it selectively and strategically
Share information openly
3. Proposals
Positions
Interest-based
4. Issues
Focus on single issues
Focus on multiple issues
5. Negotiator
style/frame
Competitive (i.e. Poker game)
Cooperative (i.e. joint crossword puzzle)
6. Time horizon
Short term relationship
Long term relationship

15. Create value vs. Claim value
High possibility
Low possibility
Mid possibility
Create
Claim
Great
Good
Terrible
Mediocre

16. Negotiating problem
The truth is everyone is greedy, especially for the loser.
Value creator or value claimer?
For integrative items, it’s hard to get a mutual gain.
In real life, integrative items are possibly used to compensate the lose of distributive items.
The best predictor of an agreement value is the midpoint of the first offer and first counteroffer (within the bargaining zone)

17. Negotiating Effectiveness
Exercise on the recruiting
Explore the demand
Find the easy issue to deal
Create value for candidate
Claim value
1.Compatible issue
2.Integrative issue
3.Distributive issue
In this case, recruiter should not get too much because we are looking for a good employee to work for long time

18. Conclusion Types of negotiation issues: 1. Compatible,
2. Distributive: single issue, price, salary, fixed pie, win / lose, claim value, adversarial behavior, concealing information
3. Integrative: assumptions, win / win, trade off, value creation, long-term relationship
Balance of interests: understand what they need /work together to maximize the benefit. 己所不欲，勿施於人？
First offer: anchoring effect
Concessions: enjoy back-and-forth dance,
The negotiator’s dilemma: create value must be claimed
Managing the dilemma: pay attention to sequencing, discuss a roadmap for the negotiation process
* Urgent message

19. Takeaways: 如何談薪水
你最好還有其他選擇，Your / His BATNA (Best Alternative To a Negotiated Agreement), pitch yourself, expand pie, build mutual value.
蒐集情資：網站，朋友…… Information asymmetry, 俊廷
聚焦在雙贏，Creating Value: Gather information, Manage concessions, Make multi-issue proposal.
Must / Want: Employee: +3~6%, Employer: +1~5%,
1st offer, high but realistic, provide a justification.
Concession, ignore other’s offer, find other information, calm down, 換位思考，supportive / defensive communication.
薪水不是唯一的談判內容，還有成長、成就感… growth mindset.
交通大學管理學院 任維廉教授

20. E-Mail：wljen@mail.nctu.edu.tw 個人網頁：http://140.113.119.160/
Q & A
個人網頁：

21. Takeaway: important, and non-obvious, 喔！這個地方我原來沒想到！
Unimportant
Important
Don’t waste
your time
Non-case
teaching
Obvious
Obvious
Cocktail
chatter
Takeaway
Not obvious

22. Case study: a manager’s dilemma
Identify and articulate business problems
Gather and analyze information applicable
Identify and apply an appropriate tool for solving problems.

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