Elisabetta Torretti’s Post

❗ Negotiation important aspects for Candidates: ✅ Competitive Compensation: Negotiation can result in a higher salary, benefits, and other perks, providing candidates with a better overall compensation package. ✅ Fairness: Candidates have a right to advocate for their skills and contributions. Negotiation ensures that they receive fair compensation that aligns with their value. ✅ Long-Term Impact: A higher starting salary can have a compounding effect on future raises and bonuses, impacting a candidate's earnings throughout their career. ✅ Motivation and Satisfaction: When candidates feel their compensation is aligned with their worth, they are likely to be more motivated and satisfied in their roles. ✅ Improved Work-Life Balance: Negotiating benefits such as flexible work hours or remote work options can contribute to a healthier work-life balance.

Agree ??? 💡Corporate truth: Your best performance will be discussed when you want to "resign", Not when you want a salary raise (appraisal) 💡It is not a universal truth and ultimately depends on the company culture and management. 💡It is important for employees to regularly communicate their accomplishments and contributions to their managers throughout the year, rather than waiting for an appraisal or resignation discussion. 💡This proactive approach can lead to a more positive and productive work environment for both the employee and employer. 💡Things to learn here are - 🚀1. Advocate - be upfront about what you provided the organisation 🚀2. Keep records - maintain positive feedbacks, accomplishments, project goals achieved 🚀3. Value understanding - Research salary benchmarks and market rates for your clarity. 🚀4. Focus on impact - what impact you have created on company bottom line, projects and teams 🚀5. Long term vision - Focus on building a reputation for excellence and continuous growth Hit agree in comments and share your story 🔥🔥 FOLLOW 👉🏻 Pranav Gupta FOR MORE !!! 🔥🔥 LinkedIn LinkedIn for Creators #linkedin

"Remember the time when everyone around the watercooler would whisper, "Did you know that Johnson pulls in a six-figure salary?" Yeah, people don't really gossip like that anymore in our professional circles. It's kind of a given that earners at a certain stratum are pocketing at least a hundred grand per annum. Yet, let's not overlook that salaries are still vital in the talent attraction game and several HR departments are cottoning onto the idea of a salary recalibration. Think about the career platform, Ladders, it's all about opportunities that offer six-figure salaries. But, as their CEO recently flagged, "The time when 'six figures' was a synonym for 'decent chunk of change' has passed. Thanks, inflation." Now, Ladders argues that a job that once paid $100K should realistically be around $165K. Attracting quality talent has never been solely about the dollar signs. The hiring process, how you employ, is just as significant. A specialist recruiter, like myself, can help you zero in on the ideal candidates and form a talent pipeline that's value for money. Avoid putting a title or hashtags.

Personal opinion (I always have one. ha!) The article's title is a little clickbaity, but this is a good opportunity to discuss the upward trend in salaries. The lowest average pay that people would be willing to accept to take a new job has jumped significantly. $81,822 is how much employees are willing to accept to move jobs. Business owners, at numbers like that, you may wonder how you can attract and keep A-Players who help move your business forward. Here are a couple of suggestions when looking at salaries for new employees: 1. Conduct research to determine the appropriate compensation for the work you're seeking. Even a basic search will give you a ballpark idea. 2. Consider exploring remote options and hiring overseas for positions that allow them. Salary requirements are significantly lower overseas, and there are many candidates that may be qualified for the position you have open. 3. Most importantly, remember not to skimp on salaries or make lowball offers. Your employees are real people with real financial obligations, and investing in fair compensation fosters loyalty and productivity. I hope this helps someone! Fair salaries and honest conversations about compensation will, I think, help us all #growfearlessly. Momentum Talent Strategies, LLC

A well-known brand. Good salary. Great overall package. That used to have top talent queueing at the door to work at your firm. 👉🏼 That’s not the case anymore! Times have changed and the workforce isn’t what it used to be. If you still want top talent competing to work at your firm, you need to understand the importance of a well-thought-out candidate and employee experience. Especially the employee experience as they are the ones that have the impact on retaining and attracting employees. They can tell a story about how they don’t feel valued or heard to future employees. Or they can tell a story about how they love working at your firm and feel appreciated for the work they do. I know which one I would rather people tell. So stop assuming just because you have a big name, good salary and package on offer it means top talent should flock to you. Invest in the candidate and employee experience and they will.

Replacing an employee costs over 30% of their annual salary, but this doesn't cover the loss of your top performers. The loss of a top-performing team member can have a devastating effect on the team. Top performers often hold critical knowledge, drive team morale, and add significantly to overall productivity. The true cost of losing your best employee goes beyond just financial metrics, affecting the structure of your team's success. Invest in ways to make your team feel supported and engaged at work to avoid losing valuable people. I coach job seekers on finding jobs, and this topic comes up frequently. I often see companies trying to offer a higher salary when an employee turns in their resignation letter, but by that point, it is usually too late. ♻️ Repost if you agree ➕ Follow me for more posts like this

What is good turnover and what's not so good? According to general knowledge a 10% turnover in a company is "normal" or "average". When it comes to reasons we can categorize those in "good" or "bad" for the company. In my recent years as DE&I coordinator and leader i want to share some "not so good" reasons - "My manager breath on my neck expecting work to just happen" - "The smaller my team the more work i had on my plate" - "I have 0 control over my workload" - "I found a job with better $$$" - "Emotional salary here is 0" We can all play a big role in employee turnover, it depends on how relevant it is for each of us. What's your company doing to retain you and your talent today?

Salary matters less when it comes to retaining staff. People want purpose and fulfilment, not just paper. And don't get me wrong. Paying well is still critical as we all need to make ends meet. But people want to feel valued for their humanity, not just their productivity. And in 2024, it’s critical to take care of your teams beyond the bottom line more than ever. This can be achieved by providing: → A safe space to talk freely → Autonomy → Flexibility → Progression → Development And much more… If you can do that? The passion and loyalty you’ll get back is priceless. And don’t just talk the talk about your company values to your customers. Walk it for real with your staff. That's how you build a company people truly want to be part of. And most importantly, where top talent stays loyal for the long haul.

Colleague retention is vital. As Richard Brandon says, look after your employees and they will look after your business

I wouldn’t want to compete with me or any number of the top performers I’ve had the honor of hiring. Show me the impact of losing a top performer to a competitive company and then having to compete with that person directly. The impact is enormous but impossible to measure. Poor leaders rely on non-competes to try to limit their own damage. Strong leaders build integrity and longetivity into the system.