LEARNING THE REAL DEAL

WORKPLACE negotiations can be daunting, whether they involve asking for a pay rise, resolving a conflict or securing a new client.

A bit of practice and backing up arguments with evidence, however, can make all the difference.

New research from engineering and infrastructure advisory Aurecon reveals negotiations are particularly daunting for workers who are early in their career.

A survey of Generation Z workers – those born from 1994 onwards – shows 12 per cent consider negotiation to be the skill they are least confident in.

Aurecon chief people officer Liam Hayes says he is not surprised, as it is something that cannot be learned from a textbook, and older generations likely felt the same when they were starting out.

“While you might learn the theory at university, it’s really a skill you learn over time,” he says.

“The more you do, the better you get at it.”

Hayes says the best way to learn is by “watching others”. For example, find a mentor and sit in on their discussions.

When it comes to negotiating a pay rise, organisational consultant Michelle Gilmore says it is important for people to know the outcome they want and what they are willing to move on and what they are not.

The founder of behavioural design agency Neo and its education arm Train says they can also project confidence by making a statement or asking a question then staying silence.

“What we tend to do is say: ‘Do you think I am doing my job over and beyond? I mean by that …’ as opposed to just saying: ‘Do you think I am doing my job well?’ then silence,” she says.

She recommends people back up their perspective with data and evidence. It may include salary guides showing what others earn in similar roles or the number of extra hours being worked.

Gilmore says there are also less obvious measurables to consider.

“It might be money, brand equity or cultural benefits,” she says.