Kathy Fyock writes in The Truth About Hiring the Best: Always remember that even when you have two or three final candidates to choose from, you still cannot be certain you will hire your preferred one—because they also have the right to choose.

🔹 In fact, until your financial offer is accepted and a contract is signed, you must assume you are still competing with other companies for that candidate. To win this competition, you need to present an attractive compensation package.

🔹 To do this effectively, always keep the following principles in mind:

◽️ 1. Identify the candidate’s current salary and expected salary early

By knowing these two numbers, you can determine the appropriate range for your offer. If you skip this step, you lose your negotiation leverage.

◽️ 2. Consider the candidate’s working conditions when evaluating their current compensation

For example, the candidate may currently have a long commute, while your company is much closer. These seemingly small factors can be powerful negotiation tools.

◽️ 3. Present the entire compensation package—not just the base salary

Compare your full offer (base salary, benefits, commissions, bonuses, etc.) with the candidate’s current package to show the true value of your proposal.

◽️ 4. Highlight non‑financial advantages

Explain intangible benefits such as a modern workspace, strong organizational culture, learning opportunities, career growth, and supplemental insurance before discussing salary numbers.

◽️ 5. Ask under what conditions the candidate would accept a lower salary

Many professional candidates are willing to accept slightly lower pay in exchange for perks like flexible hours, additional leave, or other lifestyle benefits.

◽️ 6. Re‑emphasize the strengths of the role before negotiating

Remind the candidate how this position enhances their résumé and future career prospects.

◽️ 7. Encourage the candidate to consult with friends, family, or colleagues

Rushing to close the deal signals desperation and may lead the candidate to believe they can demand a higher salary. Giving them space builds trust and strengthens your position.

Internal, on‑the‑job training becomes especially valuable when employees reach senior levels. However, it is often observed that executive leaders and senior managers—due to traditional mindsets—tend to resist formal training sessions or classroom‑style workshops.

🔹 Healthy organizations believe in developing their human resources and commit to all its principles. One of the most effective methods for HR development is internal training: instead of paying external coaches or consultants, you leverage the expertise of your own experienced employees.

🔹 Internal development significantly strengthens employees’ capabilities and increases their sense of involvement in the organization. There are many ways to implement internal HR development: structured training sessions, book clubs, assigning challenging tasks, educational trips, self‑study programs, organized classes, and many other creative options.

🔹 With just a bit of creativity, you’ll discover even more possibilities. The key to successful human‑resource development is collaboration and synergy. The more time employees spend together—sharing ideas, exchanging insights, and discussing what they learn—the faster the team grows, and the stronger its morale becomes.