| Consider the simple plan below, to respectfully | | | | job search - where those expressions are intricately |
| motivate an employer to offer you top wages; and for | | | | tied to your individual, personal workplace events that |
| them to agree to the additional income, not simply | | | | match employer hiring needs. |
| because you ask for more money, but because you | | | | By combining a series of pre-planned numerical |
| prove your value to them first, in your initial contact | | | | expressions, based off your personal workplace |
| with them; and in every subsequent contact, and in the | | | | experiences, illustrate to the employer the various |
| resume you provide them, in the cover letter (if you | | | | favorable career results you have created in the past. |
| use one), in your job references, prior to and during the | | | | Use real events, whose results put a positive spin to |
| job interview, and before the job offer, and long before | | | | one or more of the important job requirements, or skills, |
| you ask for an increased starting income. Every detail | | | | or employer hiring needs for the job sought. That |
| of this approach offers another example to the | | | | action imprints a memory of 'workplace solution' into |
| employer of how your skills and experience match | | | | the mind of the hiring agent (and participating staff). It's |
| their exact hiring needs; presented in a format | | | | a logical memory, one easily made and easily recalled. |
| historically proven, by job placement experts, to trigger | | | | This memory quark operates because of the way the |
| a positive response from employers. | | | | human brain sub-consciously processes and analyzes |
| Most of the work in negotiating a respectable starting | | | | numbers and statistics, in its capacity to create |
| income is done in advance of asking for it. | | | | dynamic links between the 'stats,' the applicant, and the |
| Begin all pay negotiations at your first contact with a | | | | job opening. |
| potential employer. Not to talk money; to express your | | | | Rule #2 - Use facts and statistics to express skills |
| skills in ways that act as solutions to their specific | | | | Simply put - use organized facts and numbered values |
| workplace issues. But be certain to equate your | | | | (i.e. percentages, category or business totals, change |
| workplace examples numerically. Lightly sprinkle | | | | ratios, comparisons, etc.) to express job skills and |
| employer contacts with statistics (examples below) | | | | industry know-how on a resume, in a cover letter, and |
| that plainly illustrate that you may be one of the | | | | in other related documents. It's a way to quietly, and |
| solutions to their hiring needs. Add the same sort of | | | | indirectly remind the hiring agent of your unique |
| comments to your job references, too, and cover | | | | suitability for specific tasks related to the job you seek. |
| letter, build them into workplace topics you choose to | | | | The strategy suggests using additional 'performance |
| ask questions about or discuss in your job interview, | | | | based' examples, too, like for use in select job |
| follow-up, etc. All contacts with that hiring agent and | | | | references, in order to further highlight and support |
| their staff should carry statistical or mathematical | | | | your workplace scenarios. And again in the job |
| references to key skills and know-how that exactly | | | | interview(s) itself, where a candidate puts a voice to |
| match workplace hiring needs for the job title sought. | | | | the facts and statistics and work events - helping |
| Later, when time arrives to ask for more pay, it's | | | | keep the interviewer(s) focused on the candidate's |
| easier to get positive results when the employer has | | | | suitability, as the candidate answers job interview |
| already had time to mentally digest the multiple bits of | | | | queries. As each mathematical expression helps the |
| information that - on a whole - strongly show you as a | | | | hiring agent see an applicant's ability to relate to and |
| top job candidate. | | | | repair specific workplace issues - industry studies |
| Studies done by the respected training organization | | | | confirm - the employer carries away an expectation |
| AIRS, on performance based hiring -whereby past | | | | of success about that particular job candidate. |
| workplace performance measures help indicate future | | | | If your job search has not garnered you the job offers |
| results - confirms... job candidates who merge select | | | | you prefer, consider adjusting your efforts to take on |
| numerical statistics into job search documents and | | | | attributes of the strategies covered in this article. They |
| conversations, get hired faster than candidates who | | | | are tested over decades by professional job |
| use generic resume and job search discussion content. | | | | placement specialists, who have put them to use to |
| Turns out, the human brain deals with numerical | | | | produce higher job income and benefit terms in new |
| expressions in a unique way; especially - in the case of | | | | employee job offers. |