Exam B - COMM 455

"Soviet Style"

-"You can negotiate anything" -positional negotiation -To achieve collaborative results in an adversary environment, you have to play the competitive game. -Soviet Style Negotiation: Winning at all costs. --Extreme initial positions --Limited authority --Emotional tactics --Adversary concessions viewed as weakness --Stingy in concessions --Ignore deadlines

Applicant profiles

-screening requirements: education/experience, certifications/licenses, physical needs, etc -applicant profile: --competency-based applicant profile: typically includes specific skills, abilities, education, training, experiences, knowledge levels, personal characteristics, and interpersonal relationships that enable a person to fulfill a position with a high degree of excellence. The intent is to measure all applicants against this profile to ensure that recruiting efforts meet EEO laws, are as objective as possible, encourage all interviewers to cover the same topics and traits, and eliminate (or at least minimize) the birds of a feather syndrome in which recruiters favor applicants who are most like themselves --behavior-based profiles: each interviewer asks questions that match each applicant with the applicant profile. Behavior-based interviewing rests on two interrelated principles: past behavior in specific job-related situations is the best predictor of future behavior and past performance is the best predictor of future performance. Interviewers ask interviewees to describe situations in which they have exhibited specific skills and abilities. --or trait-based or talent-based profile: specific traits or talents rather than behaviors are identified in a position analysis. -develop the applicant profile first, then write a clear description that "encapsulates requirements for a given position," the job description.

Resume organization

-start with contact information -then career objective statement -then education: List your degrees or training in reverse chronological order so the employer can detect quickly what you are doing now or recently completed. If you are short on experiences, provide a selective list of courses that are relevant to the opening. Include GPA and its scale -then job-related experiences: reverse chron. order -then activities and organizational memberships -then volunteer experiences

Process of recruitment

1. attract/solicit 2. screening interview (elimination) 3. determinant interview (selection) 4. offer

Leverage

BATNA -leverage= who has the least to lose if the negotiation fails? -know your BATNA! Try to know the other party's as well. If you do, you'll have more leverage --Develop your BATNA, especially if the other party is more powerful (invent, improve, and choose the best among the alternatives) --judge every offer against your BATNA

Using time to your advantage

Get to know the other party's deadline. -Even if the other party acts nonchalant, they have a deadline. -Do not reveal your deadline. -Most concessions and settlement action occurs at the eleventh hour. -Be patient; remain calm. -Deadlines are generally of our making, so they are flexible. -The situation (and power) can change as you approach a deadline. -Analyze the costs (if any) of going beyond your deadline.

Positive bargaining zone

The zone that exists when negotiators' acceptable positions overlap

Negotiation

an interactive communication process that may take place whenever we want something from someone else or another person wants something from us.

Mediation v. arbitration

Mediation: The parties to the dispute retain the right to decide whether or not to agree to a settlement. The mediator has no power to impose a resolution, other than the power of persuasion. -Negotiation Jujitsu --don't push back if they are aggressive or refuse to budge on their position --don't attack their position, look behind it to the interests --don't defend your ideas, invite criticism and advice --recast an attack on you as an attack on the problem --ask questions and pause (use questions instead of statements, and use silence--one of your best weapons) Arbitration: The parties give the power to decide the dispute to the arbitrator (a third party). -One-text procedure

Predictors of employee performance

Past behaviors predict future performance! -can also use standardized tests --aptitude: identifies the abilities of a potential employee and attempts to predict how well and quickly a person is likely to learn tasks required in the position you wish to fill. --personality: assesses people skills along with personality traits and personality types. --basic skills: measure mathematics, measurement, reading, and spelling skills. --honesty tests: designed to assess the ethics, honesty, integrity, trustworthiness, and dependability of applicants. --integrity interviews: face-to-face interactions with the primary purpose of assessing the honesty of potential employees.

When/how to reveal goal salary

Recruiter's salary steps: 1. Screening interview (is the candidate in our salary range) --research salary ranges in your field, market and location beforehand (should know pay range for the job, where you realistically belong on that range, any costs associated with the job, personal budgets and costs, and have a reservation point/BATNA) --an objective of the screening interview is for the recruiter to find out if they can afford you --DON'T NEGOTIATE SALARY UNTIL YOU HAVE AN OFFER 2. First/Second Determinant interview(s) (what offer will be attractive to the candidate?) 3. Offer discussion (making the initial offer. negotiation) 4. Sealing the deal (final offer. paperwork. agreements)

People orientation

Separate the people from the problem -own the problem -need the other party's help to solve it -requires emotional intelligence, perspective-taking, listening approaches (comprehension, empathic, evaluation, resolution/dialogic), active listening, speaking ("speak to their listening"; "We" language) -have to think about the other party as people--human beings with values, interests, concerns, identities, and relationships (just like us) -disentangle the relationship from the problem

BATNA

Best Alternative to a Negotiated Agreement -what you have if you completely walk away -key to power in negotiations (gives you leverage)

Job descriptions, listings

Job description/listing: the inspiration for any subsequent interview. Defining the position up front will make finding the right person for the job much easier. -do your research as the recruiter to make the job description; review similar job listings, interview supervisors, coworkers, clients, conduct salary surveys, and understand benefits package

Asking questions as the candidate

-Ask open-ended questions that delve into the position and organization and follow-up with probing questions to get complete and insightful answers. Always prepare more questions than you are likely to have time to ask. If the interviewer answers all of your questions while giving information, do not ask a question merely to ask a question. Simply reply, "You have answered all of my questions." If a question were important, you would have given it careful thought and included it on your list. Your "off the top of the head" question is likely to be poorly phrased and do more harm than good. -Avoid the "me . . . me . . . me . . ." syndrome in which all of your questions inquire about what you will get, how much you will get, and when you will get it. -Avoid questions about salary, promotion, vacation, and retirement during screening interviews and never pose them as your first questions. -Do not waste time asking for information that is readily available on the organization's Web site or in the library. -Prepare a moderate schedule of carefully phrased questions. Order them according to importance. -seek clarity or focus, probe when you don't understand something, and confirm that you've answered their questions

Elements of the employment offer

-Base rate (top priority) and timing of performance reviews -alternative compensation (commission, annual bonus, stock options, profit sharing, one-time signing bonus) -benefits package (paid time-off, insurance, pension, matching 401K, education reimbursement) -perks (moving expenses, training, professional memberships, laptop, ISP, phone, gym, meals, car, transportation, T&E budget, work-at-home options, flex schedule, unique working conditions, etc) -can negotiate other elements, not just the base rate

Cover letter content

-The fundamental purposes of your cover letter are to gain this employer's attention and to entice this employer to read your résumé. The first purpose requires you to make a good impression by revealing a positive attitude, pleasant personality, motivation, and enthusiasm. The second purpose requires you to include highlights of your education, training, and experiences that show you are interested in and qualified for a specific position in the employer's organization. Never send a résumé without attaching a cover letter. -Make your letter brief, usually three or four paragraphs in length, and never more than one page. Provide margins of 1.5 inches left and right and adjust top and bottom margins to balance your letter on the page. Use simple to read fonts of 10 to 12 points. Your letter must be neat, printed on white bond paper, and professional with no typos, grammatical errors, punctuation errors, or misspellings. -Tailor each letter to the position and organization. Address your letter to a specific person involved in the hiring process, and spell this person's name correctly. Organize your letter into three paragraphs. --In the first paragraph, tell the employer why you are writing, in which position you are interested, and why this position with this organization appeals to you. Reveal how you discovered this opening and that you have researched both position and organization. --In the second paragraph, explain briefly how your education, training, and experiences—your qualifications—make you an ideal fit for this position, with this organization, at this time. You may refer to your résumé, but do not insert large portions of it in the cover letter. --In the third paragraph, restate your enthusiasm for the position and ask for an interview opportunity. Indicate when and where you will be available for an interview. Mention enclosures and offer to send additional information if needed. Express appreciation for the employer's consideration.

Nonverbal influences

-Be enthusiastic and have a positive attitude -Dress well! Better to be overdressed than underdressed. Be clean and smell nice, but not strong. -Interviewers react more favorably toward applicants and rate them higher if they smile, have expressive facial expressions, maintain eye contact, and have clear, forceful voices. -Appear to be calm and relaxed, but sharp and in control. -Avoid nervous gestures, fidgets, movements, and playing with pens or objects on the interviewer's desk. -Respond crisply and confidently with no sign of arrogance. -When replying to questions, maintain eye contact with the recruiter. If there are two or more recruiters in the room, glance at the others when answering a question but focus primarily on the questioner, particularly as you complete your answer. -Speak in a normal conversational tone with vocal variety that exhibits confidence and interpersonal skills. Interviewers prefer standard accents. -Do not hesitate to pause before answering difficult questions, but frequent pauses may make you appear hesitant, unprepared, or "slow." Interviewers interpret pauses of one second or less as signs of ambition, self-confidence, organization, and intelligence. -Be early, but not too early -have some gestures, face towards the interviewer, but do not fidget -SMILE -take notes! but not too conspicuously -have good manners -do power poses before the interview (fake the confidence til you become it) -always send a 'thank you' afterwards

Nontraditional/behavioral questions

-Behavior-based questions (past behaviors predict future performance): ask applicants about past experiences in which they have had to deal with situations closely related to the position they are seeking -critical incident: recruiters select actual incidents that are occurring or have occurred on the job within their organizations and ask applicants how they would have handled such incidents -hypothetical: most useful when they portray situations applicants have not directly encountered and, therefore, have not prepared answers in advance. Recruiters create highly realistic situations and ask applicants how they would manage each. -case approach: an applicant enters into a carefully crafted job-related situation that may take from minutes to hours to resolve. This situation may involve the use of personnel, a working relationship, a production or management problem, a safety issue, or recurring customer complaints. Some employers create elaborate simulations that may require role playing and involve several people, including more than one applicant

Negotiating before an offer

-DON'T NEGOTIATE SALARY UNTIL YOU HAVE AN OFFER -can tell the interviewer what you were making at your current/last job, can give a range acceptable to you, can ask for a range from them, or can postpone discussion until you have more info --happens during the screening interview --want to get the recruiter to 'show their hand' -of those who asked, about 73% received more money

Avoiding asking illegal questions

-Everything you do, say, or ask during the selection process must pertain to bona fide occupational qualifications (BFOQs), requirements essential for performing a particular job. BFOQs include work experiences, training, education, skills, conviction records, physical attributes, and personality traits that have a direct bearing on one's ability to perform a job effectively. BFOQs exclude gender, age, race, religion, marital status, sexual orientation, physical appearance, disabilities, citizenship, place of birth, ethnic group, veteran status, military records, military discharge status, and arrest records that have no bearing on one's ability to perform a job effectively. --can ask what a person can do, not what they cannot do -Avoid EEO violations (only for companies with 15 or more employees though) -A few guidelines will help you avoid most EEO violations and lawsuits. First, meet the test of job relatedness by establishing legally defensible selection criteria. Second, be sure all questions are related to these selection criteria. Third, standardize the interview by asking the same questions to all applicants for a position. Fourth, be cautious when probing into answers because a significant number of EEO violations occur in these created-on-the-spot questions. Fifth, be cautious of innocent chit-chat during the informal parts of interviews, usually the opening and closing or the minutes following the formal interview. This is when you are most likely to ask or comment about family, marital status, ethnic background, and nonprofessional memberships. Sixth, focus questions on what an applicant can do rather than on what an applicant cannot do. Seventh, if an applicant begins to volunteer unlawful information, tactfully steer the person back to job-related areas

Bottom line v. goal

-Goal/aspiration: target point of a negotiation -Bottom line: highest/lowest negotiation point (yours or the other party's) --don't want to reveal yours, but want to find out the other party's --arbitrary

Positional v. principled negotiation

-Positional: getting slices of the pie -Principled: making the pie bigger --the orange example --win-lose versus win-win --principled: negotiation on merits, interactive bargaining, cooperation

Benefit of using rubrics

-Some organizations develop review/evaluation forms that list major questions or criteria for each position and may include a rating scale. These sheets enable you to record your thoughts and impressions quickly so you can move to the next interview or task on your to-do list. These pre-planned forms help to ensure that different interviewers will rate and perhaps rank each applicant consistent with bona fide occupational qualifications for each position. -keep things fair, clarity of purpose, consistency, reduction of bias, memory aid, comparison across interviews, helps with decision-making

Aligning job description, profile, guide and rubric

-Take minimal notes during the interview to maintain the conversational nature of the interaction. Review your notes and thoughts as soon as possible after the interview closes. Try to build in time between each interview for review while the interview is still fresh in your mind. If you have a written interview schedule of primary and probing questions, leave space between questions so you can write your reactions under each. -Use the evaluation stage to assess your interviewing skills and performance. -all elements need to be in alignment with each other --key to being a good recruiter

What to include/avoid on a resume

-The résumé's only purpose is to obtain an interview that may lead to more interviews and eventually to a position in your field. Notice that the perfect résumé is singular, but you are less likely to land a job if you produce only one version of your résumé. Experts on résumés agree that you must customize your résumé to meet the specific words of the job announcement and the needs of the employer. -6 second scan, with human scanners -electronic ones: include keywords from job description -include: --contact information --state your career objective (targeted to what the employer wants, not what you want) --education and training --be honest! --use action verbs (show you are a doer) --pay attention to appearance and layout (1-inch margins, .5-inch top/bottom --try to keep it one-page, but make it two if needed --max of 2 fonts, 10-12pt -avoid: --puffery (words that sound impressive and mean nothing) --clichés --references --personal information --a photo --political, religious, and ethnic memberships and activities that may pose EEOC problems for employers

Answering illegal questions

-Unlawful questions pose dilemmas for applicants. If you answer an unlawful question honestly and directly, you may lose the position. If you refuse to answer an unlawful question (almost impossible to do graciously), you may lose a position because you are uncooperative, evasive, or "one of those." -Be prepared to answer unlawful questions tactfully and effectively. First, review the EEO laws to become familiar with unlawful questions -Second, be aware of tricks recruiters use to get unlawful information without appearing to ask for it. -Third, determine how important the position is for you. Your primary goal is to get a good position, and if you are hired, you may be able to change organizational attitudes and recruiters' practices. If questions are gross violations, consider reporting the recruiter to his or her superior or to the career center. If this person is typical of the organization or a person you would report to if hired, you might be wise to look elsewhere. -Fourth, practice using a variety of answer tactics. For example, try a tactful refusal that is more than a simple "I will not answer that question because it is unlawful." --Use a direct, brief answer, hoping the interviewer will move on to relevant, lawful questions. --Pose a tactful inquiry that skirts the question and attempts to guide the recruiter away from the unlawful inquiry with a job-related question. --Try to neutralize the recruiter's obvious concern. --Try to take advantage of the question to support your candidacy. --tongue-in-cheek test response: sends an unmistakable signal to the recruiter that he or she has asked an unlawful question. This tactic must be accompanied by appropriate nonverbal signals to avoid offending the interviewer.

Applying objective criteria

-approaching agreement through discussion of objective criteria reduces the number of commitments that each side must make and then unmake as they move toward agreement -easier to deal with people when both parties are discussing objective criteria/standards for settling a problem instead of trying to force each other to back down -allows for time to be used more efficiently in talking about possible standards and solutions --need to have independent standards as well -develop fair standards --objective criteria need to be independent of each side's will, as well as legitimate and practical --should apply to both sides -can also use fair procedures (taking turns, drawing lots, letting someone else decide, etc) -negotiating with objective criteria: 1. frame each issue as a joint search for objective criteria 2. reason and be open to reason as to which standards are most appropriate and how they should be applied (have an open mind) 3. never yield to pressure, only to principle -common objective criteria: time, cost, ease/efficiency, most satisfying, equality, ethics/legality, precedent --must be a mutual decision of criteria

Candidate questions

-be ready to answer traditional and nontraditional (behavior-based) questions -common questions: revolve around skills, abilities, personal traits; 'tell me about yourself...'; affordability -The nature of questioning has changed with interviewers asking more challenging questions about your experiences in joblike situations to see how you might fit in and function as an employee. Employers believe they can determine best how applicants might operate in specific positions by placing them in these positions during the interview. Task-oriented questions assess thinking and communication abilities and reveal how well you can operate in stressful or surprise situations. --behavior-based, current critical incident, historical critical incident, hypothetical, task-oriented -Questions that place applicants in job-like situations typically require them to tell narratives about experiences or would-be experiences. Good stories are internally consistent, consistent with the facts employers hold to be true, relevant to questions asked and the applicant's claims, provide details that support claims, and reflect the applicant's beliefs and values -listen, pause and think before answering a question -use specific examples and stories to illustrate answers --identify specific behaviors --60 seconds or less

Giving and getting information

-do your homework on the other party -The earlier you start, the easier it is to obtain information. You always get more information preceding an acknowledged, formal confrontation. -During the information gathering, prior to the negotiation event, you quietly and consistently probe. You want to come off like a humble human being. -Get information from anyone who works with or for the person you will meet. Speak with people who have negotiated with them in the past. Talk to their competitors. -Learn what might be the real limits on the other side. The more information than you can have about their financial situation, priorities, deadlines, costs, real needs, and organizational pressures, the better you can bargain. -Play humble, and say "help me." The more confused and defenseless you seem, the more readily they will help you with the information and advice. Listen more than you talk. Ask questions over giving answers. -Listen to what is being said, but also understand what is being omitted. -When you hear generalities, that's your cue to start asking specific questions in order to clarify what is being sad actually. -Notice verbal and nonverbal cues, including unintentional ones. -You may choose to gradually give selective information in order to get something in return. -Let them know if you are under constraints, so it does not become a surprise during the negotiation.

Emotions

-feelings may be more important than talk -recognize and understand your emotions and the other party's -pay attention to 'core concerns': emotions driven by autonomy, appreciation, affiliation, role, and status -consider the role of identity: emotions can be triggered by a perceived threat to identity -make emotions explicit and acknowledge them as legitimate -allow the other side to let off steam -don't react to emotional outbursts -use symbolic gestures (notes of sympathy/regret, an apology, etc)

Discovering and analyzing interests

-focus on interests, not positions --position: your stance on an issue (this will get me my interest); something you decided upon --interest: underlying values, reasons/motivations; what caused you to decide the thing -ask "why" they take a position, and "why not" they don't want to take yours -realize that each side has multiple interests --human and organizational needs --organizational needs: financial success, market share/competitiveness, mission, vision, brand control -the most powerful interests are basic human needs (security, economic well-being, a sense of belonging, recognition, control over one's life) -make a list of their interests when they occur to you -explore your own interests and make a list of them -identify where both parties' interests overlap (shared interests) --commit yourself to the interests, not the positions

Recruiter needs/key questions

-fulfill job requirements? -past behavior = predicts future performance -most value for salary -team fit/company fit and balance -want an honest employee --want to discover who you are, what you have done and are interested in doing, and if you are a good fit for a specific position and their organizational needs, plans, and culture. In essence, you are taking part in a sales interview, and the product is you. --Research the fields in which you have both interests and qualifications, positions available, organizations that appear to be a good fit, and relevant current events. Can even research the recruiter, if you know who it will be. Most questions recruiters ask will focus on these first four areas. --research the interview process as well to avoid or minimize mistakes and surprises

Dr. Goldin's view of gender wage gap

-happens because of "temporal flexibility" --women need more flexibility for time-off because of society's standards --exchange lower pay for more time-off --men more likely to give up temporal flexibility for more pay

Generating options/brainstorming

-inventing options for mutual gain --brainstorm first! with your side and possibly with the other party as well --no idea is a bad idea in a brainstorming session (quantity breeds quality) --have ground rules that everyone knows --record all ideas -look for mutual gain in the brainstormed options --dovetail/combine differing interests --ask the other side for their preferences (when dovetailing) --make the other side's decision easy with an option that appeals to them --vary the strength or scope of the agreement

Behavioral descriptions/STARs

-mini-speech method: Approach questions, particularly ones that require you to tell stories, as if you were giving a brief speech (intro, body, conclusion) -STAR: The S.T.A.R. method is highly recommended for answering behavior-based questions because it zeroes in on behaviors and skills exhibited in past experiences that are highly relevant to the specific position being sought. It has four parts: Situation: Describe the setting or background including when, where, and with whom. Task: What needed to be done, why, and with what expectations? Action: What action did you take and how did you do it? Results: What were the results, accomplishments, consequences? -PAR: The P.A.R. method is a variation of the STAR approach and is recommended for behavioral-based questions. The goal is to focus on your past performance while emphasizing experiences, skills, leadership, and ability to get a job done. It has three parts: P: The problem or task you were assigned A: The actions you took solving the task or problem R: The results or consequences of your actions

Resistance/reservation point

-more flexible than the bottom line -often used when someone is negotiating for you -information can change it -other party can add value -time can influence it

Job listing databases

-networking (informational interviews, current contacts, professional orgs) -web sites, classified ads, newsletters -career centers, employment agencies -career/job fairs -knock on doors -LinkedIn, Indeed, Glassdoor, WayUp, etc.

Making an offer

-only make ones you can justify -can pair ideas -can make partial offers -know your goal, resistance point, and BATNA -use objective criteria to evaluate it -can bring in a third party if needed (an arbitrator or mediator) --arbitrator can make the decision for the parties --less emotional, brings in a new perspective

Importance of probing

-rely on probing questions to determine what is genuine and what is make-believe, and to unearth specifics, knowledge, expertise, feelings, motivations, attitudes, and preferences. -help discover the truth

Conflict styles

1. Avoidance (lose-lose) 2. Accommodation (lose-win) 3. Competition (win-lose) 4. Compromise (partial lose-lose) 5. Collaboration (win-win) -change depending on context

Distributive v. interactive

1. Distributive: competitive -positional negotiation -fixed amount of assets/resources -divide/distribute something -zero-sum, win-lose, competitive -no understanding between parties -destructive actions -claiming value -one-time -tactics: overpowering/outsmarting, tricks/deception, threats/ultimatums -"You can Negotiate Anything" 2. Interactive: cooperative -principled negotiation -making more of something -creating value -cooperation -win-win -relationships are more important -ongoing, time intensive -"Getting to Yes"

Lean In video insights

According to Dr. Neal, what is the goal of a negotiation? The goal of a negotiation is to get a good deal, but you must be able to separate a good deal from a bad deal. She mentions that you need to understand three things upfront. Explain these: Alternatives: The alternative is what happens if the negotiation fails. What are we left with? What's the status quo? Or what alternatives exist? The person with the better alternative does better! Reservation: The point in which we are indifferent between saying "yes" and invoking our alternative. This is the point at which we are indifferent ("no" looks just as good as "yes"). Aspiration: The optimistic assessment of what we can achieve in this negotiation. Why would you want to engage with your counterpart? Why ask questions? You need to engage with your counterpart to find out the preferences and interests of them. You have information that they do not have, and that unique information is what you bring to the table. They also have unique information, information that you would like to know, so you must ask questions to find out about those tidbits. Both parties having and sharing their unique information brings value to the negotiation, and you can find a solution that makes you both better off through engagement and questions. What does she mean when she says to propose "packages?" She means that you must "package," or bundle, alternative proposals together instead of negotiating issue-by-issue. You should propose alternative solutions to your counterpart in packages, using "if-then" language (If I give you this, then I get that). What advice does she have for women in negotiation? Women need to be cognizant of three aspects of negotiation: Why am I asking? How am I asking? And for whom am I asking? For the "why," women are more effective in negotiation when they pair their competence with a communal orientation. In negotiation, women need to demonstrate how their skills can help the organization or team do better. Through this, communal problem-solving follows and makes for a more effective negotiation. For the "how," women are more successful in negotiations if they use communal packaging. In terms of the "for whom," women are much better at negotiating for other people than for themselves. Thus, women should pretend or imagine that they are negotiating for the "others" in their lives (their significant others, pets, etc.). Additionally, women need to be very honest with themselves before a negotiation and ask, "How much am I willing to pay to avoid the discomfort of negotiating?" Women also need to have the capacity to say "no" in a negotiation, as it is an interdependent process, and sometimes you must walk away. Negotiation takes a ton of practice, but it is also important to learn from what you experience in social situations.

Two-step process of interviewing

Building rapport and orientation (in opening) -building rapport: Establishing rapport starts with greeting the applicant by name in a warm, friendly manner and with a firm but not crushing handshake. Introduce yourself and your position with the organization, but do not ask the applicant to address you by your first name. Engage in small talk while avoiding trite questions or comments about the weather or the applicant's travel to the interview. Do not prolong small talk because this may heighten the applicant's anxiety and suspense. -orientation: Explain how the interview will proceed. It may start with you asking questions, then giving information about the position and organization, and finally encouraging the applicant to ask questions. Make the orientation brief but with enough detail so the applicant will know what to expect and when. Asking questions and giving information (in general)

Unstructured v. structured

Structured: all primary questions are prepared ahead of time and posed to each applicant. They are more reliable than the old "seat of the pants" or "off the top of the head" formats because carefully designed questions that fit a particular job opening and organizational culture avoid stereotyping applicants, biases of recruiters, and questions that violate EEO laws. Recruiters talk less in structured interviews so applicants tend to reveal more in answers and recruiters can concentrate on answers and asking insightful probing questions. Seemingly well-qualified applicants who do not match the organization's culture and are hired tend to perform poorly and to have a high turnover rate. A moderately structured interview gives each party the flexibility necessary for meaningful interactions and a maximum of self-disclosure in a real-life setting. -Highly structured, behavior-based interviews: all primary and probing questions are prepared ahead of time and asked of each applicant without variation. Interviewers rate each applicant's responses on behaviorally defined dimensions such as a five-point scale according to the degree to which they exhibit or give information about one or more behaviors: 5 = strongly present and 1 = minimally present. Provides standardization from interview to interview and may avoid stereotypes and EEO violations, but it lacks the spontaneity desired in interpersonal interactions in which applicants may volunteer job-related information or demonstrate skills in realistic settings

One-text procedure

The one-text procedure is a mediation process suggested for difficult negotiations. When two parties simply cannot come to an agreement no matter how hard they try, the one-text procedure calls for a third-party mediator to compile both sides' interests and priorities into a single list and then develop a plan to fulfill everything on that list. As the mediator develops a plan, they can return periodically to the negotiating parties for advice and constructive criticism. The one-text procedure forces all sides to put aside their differing interests that do not truly conflict, and it pushes them toward agreement in situations where they refuse to cooperate for personal or emotional reasons. The one-text procedure is particularly useful in multilateral negotiations with a large number of parties, like international legal negotiations at the United Nations.

Types of power

Types of power: 1. Competition: Always enter a negotiation with options. 2. Legitimacy: Just because a rule is printed in a book or the price is posted on a sign doesn't mean you can't challenge it. 3. Risk-taking: Be willing to walk away. Or share the risk with others to reduce its downside. 4. Commitment: Get the other side committed to making a deal. 5. Expertise: Establish your background and credentials early. Don't be over-impressed by others. 6. Needs: Establish a reasonable, educated guess about what the person's needs are. 7. Investment: Get them to invest time and energy, so they are invested in finding a solution near the end of the negotiation. 8. Reward/Punishment: The other side must be convinced that you can help or hurt them. 9. Identification: Get them to identify with you and your needs. Behave decently. 10. Morality: Appeal to their frame of reference (not necessarily yours). 11. Precedent: Don't accept something because that is the way it always has been done. 12. Persistence: Keep talking. 13. Persuasion: Clearly and simply build a case, backed by evidence, that your solution meets the other party's needs. 14. Attitude: Think of negotiation as a fun game.

Types of resumes

two types of résumés: chronological and functional. -chronological format: the most common résumé. list your experiences (including internships, co-op arrangements, assistantships, unpaid positions, organizational activities) in reverse chronological order so the employer can see quickly what you have done most recently. List organization, title of your position or positions, dates, and what you did in each position. Emphasize the skills and experiences most relevant for this opening. Recruiters are most interested in applicant achievements and accomplishments. A chronological résumé is easy to write and organize, emphasizes relevant experiences and skills, and is easy for employers to scan quickly. -functional format: most appropriate for creative positions and those in which writing is important. place your experiences under headings that highlight your qualifications for the position. Typical headings are management, sales, advertising, training, etc. Include a variety of experiences from different positions, internships, and organizations under each heading. Your outside activities indicate motivation, communication skills, ability to work with people, work ethic, ability to lead, and that you are not a narrow specialist. A functional format focuses attention on relevant skills to match the ideal applicant profile. It does not repeat the same skills and experiences under different positions, so it can be tighter and shorter. Some employers do not like functional résumés because they often do not identify dates for education, training, and work experiences, so they cannot detect gaps in employment. -can combine the two if needed/wanted