An Analysis of The New Recruit
January 17, 2013
New Recruit Analysis
In the negotiating exercise of the “New Recruit” I played the role of the recruiter. My objective was to offer a job to a highly qualified job applicant at a price that was beneficial to the company I represented. The negotiation initially was between the job applicant Chris Martin and my colleague “recruiter #2”. The applicant and recruiter #2 had agreed on three of eight items. At this time I joined the negotiation. My arrival instantly changed the dynamic of the negotiation. No longer was this a one on one negotiation. It was now the team of recruiters negotiating with the recruit. As a new arrival I had to be updated on what terms where agreed upon and what was left to negotiate. This dynamic put me at a disadvantage. I was not able to set the initial tone of the negotiation. Instead I had to make the best deal with the remaining items that where not agreed upon yet. In addition to this I had to quickly access the situation and see what areas where left that we could obtain concessions that could be beneficial to the company. I started by trying to personalize the process. As Robert Cialdini says in the “harnessing the science of persuasion” I wanted to use the principle of liking. That is people like those who like them. I commended Mr. Martin on his past accomplishments and on his progress so far in the negotiation. In addition to this I also wanted to know why he wanted to work at the company. Malhortra & Bazerman discuss this concept in the “Investigative Negotiation”. In this essay they discuss their first principle: “Don’t just discuss what your counterpart wants – find out why they want it”. This was helpful because we where able to find out that a later starting date was important to the applicant. I did not want to make the first mistake in James Sebenius “six habits of Merely Effective Negotiators”. That is I did not want to neglect the other side’s problem. I felt that if we could
New Recruit Analysis
In the negotiating exercise of the “New Recruit” I played the role of the recruiter. My objective was to offer a job to a highly qualified job applicant at a price that was beneficial to the company I represented. The negotiation initially was between the job applicant Chris Martin and my colleague “recruiter #2”. The applicant and recruiter #2 had agreed on three of eight items. At this time I joined the negotiation. My arrival instantly changed the dynamic of the negotiation. No longer was this a one on one negotiation. It was now the team of recruiters negotiating with the recruit. As a new arrival I had to be updated on what terms where agreed upon and what was left to negotiate. This dynamic put me at a disadvantage. I was not able to set the initial tone of the negotiation. Instead I had to make the best deal with the remaining items that where not agreed upon yet. In addition to this I had to quickly access the situation and see what areas where left that we could obtain concessions that could be beneficial to the company. I started by trying to personalize the process. As Robert Cialdini says in the “harnessing the science of persuasion” I wanted to use the principle of liking. That is people like those who like them. I commended Mr. Martin on his past accomplishments and on his progress so far in the negotiation. In addition to this I also wanted to know why he wanted to work at the company. Malhortra & Bazerman discuss this concept in the “Investigative Negotiation”. In this essay they discuss their first principle: “Don’t just discuss what your counterpart wants – find out why they want it”. This was helpful because we where able to find out that a later starting date was important to the applicant. I did not want to make the first mistake in James Sebenius “six habits of Merely Effective Negotiators”. That is I did not want to neglect the other side’s problem. I felt that if we could