1、 中文 3279 字 1986 单词 外文文献翻译译文 原文 ： Money Matters in the Hiring Process. 作者： Sammer, Joanne Although job applicants are plentiful, salary is still up for discussion-and negotiation. While unemployment has topped 9 percent and the economy remains shaky, many employers are filling job openings. Companies
2、 are being selective and taking a bit longer in the process, but they are still hiring, says Don McDermott, president of D.G. McDermott Associates, a compensation consulting firm in Red Bank, N.J. Even if they have instituted a hiring freeze, companies will still hire when the right person comes alo
3、ng. Some employers are even willing to negotiate with applicants on compensation-especially applicants likely to be revenue-generating superstars. In general, however, the economic slowdown and job scarcity have led to significant changes in the compensation segment of the hiring process. Many emplo
4、yers are lowering starting salaries or keeping them flat, experts note, and theyre finding many candidates flexible on compensation-sometimes even silent about it. Moreover, crafting executive compensation packages has become easier, some experts say. First, Talk About Money The topic of compensatio
5、n is coming up earlier now in the back-and-forth between applicant and employer, and with good reason, experts say. Because companies are often overwhelmed by overqualified candidates, pay can be a good way to narrow the field. In addition, there is so much variety in peoples salary expectations the
6、se days that employers need to gather compensation information from candidates as early in the hiring process as possible, recommends Josh Warborg, district president in Seattle for Robert Half International, a professional staffing firm based in Menlo Park, Calif. There are drastically different nu
7、mbers being thrown around because candidates expectations are all over the place. At Dallas-based M, an online dating service thats growing and profitable, hiring is progressing at a slower pace than in recent years, and the compensation discussion is happening much earlier. We want to know upfront
8、if someones salary requirements are beyond what we are willing to pay, says Steve Donnelly, senior manager of human resources. Having the compensation conversation early in the process makes the entire hiring process a lot smoother. He adds, It is not an efficient use of anyones time to get candidat
9、es deep into the hiring process only to find that the company cant afford them. Early notice on salary expectations also provides time to determine whether the candidate or the role itself may warrant salaries higher than the established maximum. In some cases, we let the manager know if a candidate
10、 is above the range and would require additional approvals to hire at a higher rate, Donnelly says. The manager can then determine whether the candidate has skills that are special enough and in sufficient demand to warrant the move and whether adding the candidate at that salary will affect equity
11、within the work team. The person probably has to be a potential superstar to justify that, he says. Even in a down economy, an organization might open its coffers to hire a strong candidate with skills in areas critical to company success. Make some judgments regarding the potential return on invest
12、ment a position might bring, advises Mel Stark, vice president in New York for the Hay Group, a Philadelphia-based global consulting firm. What is it that Im buying here, and what is the potential return to my organization? On this side of the pond, the big news is that second place in our internati
13、onal bosses pay league has changed hands for the first time since the survey began in 1999. For although our mid-market British chief executive is earning a respectable 115,459 more than he was two years ago, his 524,452 deal is beaten into third place by the very generous 603,912 stipend enjoyed by
14、 his German counterpart At M, for example, individuals with expertise in online marketing and search-engine optimization are prized because of their relative scarcity and their potential to directly impact Ms revenue. The company has to compete to hire them. Market Forces at Work Among subtle change
15、s taking place in managing compensation negotiations for new hires is differentiation of pay by position. According to the Market Pulse Report issued by the Mercer global consulting firm, and based on data from 640 organizations across all industries, median pay has increased for jobs in manufacturi
16、ng, information technology and engineering and has decreased for positions in marketing, finance and sales. The starting salary for some positions may have been reduced simply because there are so many talented people in search of the same position, Warborg says. In some instances, new-hire salaries
17、 have been reduced because revenues are off. For example, KVL Audio Visual Services of Ardsley, N.Y., specializes in the recession-buffeted hospitality industry. Revenues have fallen, so salaries for new hires are staying flat and bonus levels have declined. A new person coming in is starting at exa
18、ctly the same base salary as their predecessor, says Lisa Stamatelos, SPHR, director of human resources. In the past, I would have had to go up a little in salary to attract the right person. Some companies have found the state of the economy and the flood of strong talent available or willing to mo
19、ve to be a boon in filling certain positions. People seem to be much more open to lateral compensation moves in this environment, either because they have lost jobs or because they see the potential new employers as offering a better future, says McDermott. Filling executive positions, in particular
20、, is becoming less difficult, as are executive compensation negotiations. Since the market environment and stock market drop has negatively impacted peoples equity-based compensation, hiring at the higher level is a little easier, says Denise Watson, senior vice president of global compensation and benefits for Constellation Brands Inc., a Victor, N.Y.-based beverage company with $3.77 billion in sales and approximately 9,000 employees. Times have changed since
