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Lucy Sotar

Offers suggestions on how trainers can manage new employees after corporate downsizing. Creation of a support system; Planning of the orientation program; Training program.

After the Layoffs Orienting New Employees

Who doesn’t like winning a prize? It’s an often unexpected thrill that can make your day. At ATD21, there are a couple ways you could be a lucky winner, and they start in the EXPO hall.First, grab a treasure hunt card at the entrance to the EXPO hall and start hunting … well, that is, go meet some great exhibitors. Visit each prize partner noted on the card and collect a sticker. Then turn your card into the ATD Enterprise Solutions booth (#773) by 9:30 a.m. MT Wednesday. Winners will be announced then at 9:45 a.m. MT, and you must be present to win. The prizes are a $100 ATD Store gift card, an Apple Watch SE, a reMarkable 2 next-gen paper tablet, and—the grand prize—a RadRunner 1 electric utility bike.And while you are walking around the EXPO hall, you may get spotted and win a prize—just for being there. Secret spotters will be on the floor looking for individuals to award a prize, including free conference and workshop registrations and publications.

Did Someone Say Prizes?

You were inspired by reading part one of this article, and you’ve decided to try micro-credentials at your organization. Congratulations! You understand the value in creating micro-credentials, but now you need some guidance to move forward. Part two will help you create a badge framework and promote micro-credentialing at your organization.What Badges Should Our Organization Create?Begin by answering some fundamental questions:What do we value in our employees?What skills do you want to recognize now and in the future?Are these badges for fun, compliance, or to measure the development of certain skill sets? (You can have all of these.)Will you be tying these badges to competencies? Do you have competencies mapped for each role?Will you need to create different badges for different departments? How will you differentiate among the badges?Will you share these badges across multiple courses?Are you using meta-badges that consist of multiple badges (also known as stacked credentials)?7 Badging Best PracticesKeeping in mind your answers to the above questions, consider these seven tips:1. Tie the badges to the core competencies that your organization needs.This is where most organizations miss the mark. Instead of creating meaningful micro-credentials based upon the performance of key skills benchmarked to competency frameworks for specific roles, they create a series of fun badges that don’t get recognized because they aren’t tied to professional development.2**. Create badges based on completion, measurement, progress, and experience.**If you only issue badges when someone answers on a discussion forum or completes a course, then you’re missing out on the never-ending nature of learning. Your badging system should recognize different levels of mastery. Add indicators like stars to demonstrate progression. Provide lower-level badges based on progress and demonstrated measurement of lower-level (Bloom’s) tasks, such as quiz completion. Graduate your employees to higher levels based on continued experience.3. Create badges that represent organizational values as well as technical skills and durable skills like the 4 Cs (collaboration, creativity, communication, and critical thinking).Think about the skills gaps you’ve identified in your organization and consider ways to reward individuals who are making the effort to improve themselves in key areas. Remember that most of these badges will need to be manually issued, so you’ll want to involve leaders in their administration.4. Don’t give everyone the same badges.One thing we all know from our gamification theory is that there’s power in scarcity. Make badges that are specific to departments and roles so that employees can aspire to maximize their talents. Using these credentials as currency in the workplace helps create career pathing and incentivize professional development.5. Create meta-badges that are challenging to earn.Any skill needed in the workplace is made up of multiple competencies, and your micro-credentials should reflect that. Meta-badging, or stacked credentials, is a more complex way to structure your badging that requires multiple badges to earn a meta-badge. Imagine after you’ve received badges for communication, creativity, critical thinking, and collaboration that you receive a Super 4C badge that demonstrates your interpersonal genius.6. Create a variety of badge types, not just micro-credentials.Badges can motivate and incentivize and they don’t all have to be based on competencies. I’m proud of the badge I earned from D2L last year for my contest-winning chili. I’m not going to share this with the world, but it incentivizes me to participate more in company functions when I know there’s a little reward and recognition at the end. If badging isn’t at least a little bit fun, it may not provide all its possible value.7. Start small, test, and expand.Don’t begin with a massive rollout of 100 badges. Start small. You’ll find it easy to set up (you can use a table template in a word processor to help you plan), but it’s easier to test the efficacy of the badge types that resonate with your organization if you have a smaller set and test group.Micro-credentialing has the potential to make lasting change in your organization and empower your employees to take control of their careers. For more information on micro-credentials, IMS Global is the consortium responsible for Open Badges stewardship. Their website is a great resource to help you advance your strategy for credentialing. I’ve also found openbadges.org to be a good primer for starting.Best of luck with your credentialing strategy, and please share your success and questions.Want to find out about badging in action? See how Kaplan Financial gamified accountancy courses with points, badges, and leaderboards, boosting engagement and performance.

Addressing the Skills Gap With Micro-Credentialing: Part 2

Its beginning to look a lot like, Chris ah, erIts holiday time.When I was growing up, they called it Christmas. Now, in order to offend no one, they call it nothing. Sad.So, its shopping time, party time, vacation time, family time, gift giving time, bonus time, travel time, football time, basketball time, TV time, and now Facebook posting time. BUT ACCORDING TO LAWYERS AND HR DEPARTMENTS, ITS NOT CHRISTMAS!Easy to understand where bah, humbug! came from.With all of that, and the economy, and politics, and world unrest its time to sell, and celebrate.What will you be doing? How will you be selling? How will you be celebrating? How will you be getting ready for next year? Or are you just making your list and checking it twice?The holiday season is an emotional one. Time to reflect, time to remember, time to review, and time to reconsider what youve done in the past, so you can resolve what to do in the future.Many plans and goals are made during the holiday season some of them are even kept and achieved. Most, unfortunately, are not. Reason? Goals and plans made in the heat and the emotion of the moment are often not realistic.Im writing about this so you might take more time and put more realism into your next years list of proposed achievements.My planning and goal setting has always had the luck of the calendar. I start thinking and writing about the next year during December and January and decide what I will document as my goals on my birthday, February 11th. By then, the emotion of the moment has calmed and I am able to set them, having had a month to think about them.But lets get back to today and the holiday season. Santa (can I say that?) and sugar plums and holiday trees (what an insult to tradition). Hey, lets go out and build a snowperson. Just kidding.Heres what you need to be doing this holiday season. These are my personal recommendations for maximum holiday enjoyment, both in business and with family:Do not use auto-reply telling people your out of the office for the holidays. Either respond, or let them sit until you return. If I send you an email, I dont really care where you are or what you are doing.Send cards that are saved. Go to Ace of Sales (aceofsales.com) and send email holiday cardsthat rock. Thank your customers. Dont just wish them well.Change impersonal to personal. I want a card signed by people, not a printed corporate name at the bottom.Spend as much time as you can playing with kids. They relax you and bring you back to a less stressful time. They also tell you whats next. Remember a few years ago when they were texting and you werent? Ask them whats new. Then start doing it as soon as you can.Get together with the people closest to you and tell them how grateful you are that theyre in your life. Trade some memories. Tell them you love them. Offer some new ideas.Stay positive. Stay sober. And stay focused on family, not just football.Make peace with at least one person. Theres someone youll see during the season thats not your favorite. Talk it out and make it a better relationship. Youll feel great.Be your own Santa Claus. Make a list of gifts to buy, and put yourself at the TOP. Buy yourself something nice. Something you really want. Celebrate your past year and set the tone for next year.Select a local childrens charity and give them some books. As long as were talking Santa, be a real one.Select a local childrens hospital and visit with small gifts. Youll feel way better than the children you visited. (And they will feel great!)And as much as I want to keep work out of this writing, I cannot. Many people will be working, and this is an excellent time to set meetings, have meetings, make sales, and solidify relationships.Its the season, baby. Let it snow.Go out and work in it.Go out and play in it.Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email himpersonally: salesman@gitomer.com2011 All Rights Reserved - Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112

Sales Moves by Jeffrey Gitomer: Re-think your holiday game plan and name plan

Over the last dozen years I’ve had the good fortune to work with some of the very best CLOs in the business, and with a lot of folks who aspire to that role. My experience has, I hope, lent me some insights into what makes the difference between a really good CLO….and a great one.The most fundamental of my observations is this: Great leaders of the learning function have an agenda.Yes, the role of the learning function is to support the organization. To address critical issues, provide the capabilities needed to avoid or resolve problems, and to achieve goals.  But a learning leader with an agenda does more than that. Such a person serves the organization in ways it doesn’t even realize, let alone ask for. Their agenda is not derived from organizational goals; it is based on their own deeply held beliefs.I was incredibly lucky in my career. My first (CLO) boss, Bill Wiggenhorn, was a great leader of learning. Bill had an agenda.  He believed that training could be used as a means to open new geographies and create new customers for the business. His agenda included using learning to strengthen partnerships with suppliers and customers, and even to rejuvenate a brand. And he made those things happen. Not alone, he’d be the first to say…but it was his agenda and without him these things would not have happened.But great leaders of learning don’t pursue their agenda at the expense of the organization. They are careful to assess the fit between their agenda and the needs of the organization they serve. They’ll leave a job or refuse one if they don’t see a fit. They seem to know intuitively that for them to succeed, their agenda must be consistent with the culture and direction of the organization. I call this “consistency of purpose.”Consistency of purpose requires an understanding of the organizations beliefs about employee development. How is learning connected to the way decisions get made, to business planning, and to budgeting?  Is training regarded as an investment, a cost or even a competitive advantage? Is learning used proactively or as a reaction to problems? What are the unspoken obligations of employees and managers when it comes to learning? Is training shared with customers, partners, or suppliers? Is learning a separate activity or imbedded in the workplace?   Is self-development rewarded, punished or ignored? Great leaders of learning succeed because they figure this out. They go where there is harmony between the needs of the organization and the agenda that they will inevitably pursue.Whether the agenda is that technology should be used to make learning widely available and easy to consume….that the individual should be given control of their learning…or that critical decisions about how the organization will learn are not delegable, great leaders of learning champion their causes, help others to understand them, and take those they serve to places they would never otherwise go.So what’s your agenda?John Coné is  the principal of The Eleventh Hour Group. jwcone@peoplepc.com

What Makes a Great CLO? Start with an Agenda

(from blogs.wsj.com) A friend narrated the following episode to me recently: "My meetings in Mumbai ran past schedule and I was left with little time to reach the airport. I asked the taxi driver to rush. As luck would have it, he was new to the city and had been on the job with a start-up taxi company for just a couple of days-he didn't know the way to the airport! I then had to serve as a navigator through the by-lanes of Mumbai and thankfully, arrived just in time. Upon my landing at Bengaluru airport (in south India), I was again saddled with a taxi driver new to the city and who had to be guided all the way home."I, recently ordered some home-delivery dinner from a start-up Indian fast-food restaurant that I had ordered from before. I gave them my phone number and then had to wait for over 10 minutes for the agent to recall my name and address from the system. Later, when the food arrived, I found one item missing and a vegetarian dish had been labeled "non-vegetarian."I then called the restaurant to complain and thereafter received calls from three progeressively senior employees apologizing for the errors.The above instances maybe just two examples but are not stray ones. They are symptomatic of Indian start-ups across all sectors. Fast growth needs to be managed by trained and experienced employees and appropriate processes. This is easier said than done since there's a severe shortage of such available trained people in India.Read more.

WSJ Blogs: Start-Ups Must Focus on Training

Happy New Year!Welcome to the time of year where you are either starting your resolutions, procrastinating starting your resolutions, or exclaiming your dislike for the nonsense of making resolutions. I’ll let you decide to which group you belong.During the holiday season, it’s almost impossible not to reflect back on the past year and consider what you might have done differently. No matter how hard I try to avoid it, there’s always that moment on December 31st where it hits me: “Man, I really wished I would have done more or tried harder!” There’s just something about turning the page on the calendar that makes the thought necessary and unavoidable. But it’s too late to change what has happened. We can only hope and plan to do better.If we are honest with ourselves, though, doesn’t it always seem like the same resolutions (or at least similar ones) come around every year? Lose weight, save money, exercise more…blah, blah, blah.A simple web search will find plenty of reasons why we fail at our resolutions. The top reasons are:We go big—making goals that are never attainable.We expect magic to occur—setting unrealistic timelines.We have too many resolutions—choosing everything we can think of to change.We don’t change our environment—removing the temptations that hinder our goals.On nearly every occasion I give a presentation or teach a workshop about SAM, I am told about the challenges, limitations, and failures of trying to implement SAM. This is almost immediately followed with the same questions: “How can I make a Savvy Start happen?” or “Why didn’t this go any faster than our current process?” or “When should I present the Design Proof?”My responses are rarely about the process or components of SAM. Rather, they are about the same things that make us fail at keeping our resolutions.Any attempt to change a process that is currently in use in an organization takes more than just having a new process to start. It takes planning, setting expectations, focusing on small successes, and integrating into the organization.From my experience, people are often more excited about using SAM to produce engaging and performance changing learning experiences than they are at ensuring the successful implementation of a new process. Now, this is not a bad thing at all! Exuberance, energy, and excitement go a long way towards making any endeavor a success.But just as with New Year’s resolutions, it takes a lot more to achieve the goal. So, here is my list of 2015 SAM Resolutions to help you make this year—and your instructional design projects—a success! (Do these one at a time, in any order. Don’t try to do them all at once!)Cut back on pre-design analysis. Find some way to start designing instruction before you worry too much about the content that is needed. Remember, identifying the problem is the first step in building realistic learning experiences.Schedule a mini Savvy Start. Attempting to get five or six people into a room all day (or for two days) is a daunting task. So schedule a four-hour brainstorming session with key stakeholders, managers of learners, and recent learners to brainstorm and sketch out a couple of interactions. You can worry about the rest of the instruction later.Create an Expectations Document for all team members. Write up a list of things everyone can expect to see at each stage and send it to all team members in advance. You might already be doing something like this, so a simple tweak here or there to include prototypes or draft content may go a long way in shifting expectations of the team.Plan a Design Proof. Let the team members know you will be putting together a rough version of the e-learning course for them to review before you move to development. Make sure they understand this is only a representation of the course and the “polished” version will be coming along later. This version is just to make sure that everything is on track.Align the deliverables of SAM with your current process. Okay, this is actually a big goal. While it may not take you long to link the Design Proof with some type of storyboard you may currently use, it will help you see where other quick successes can occur the next time you start a project. It will certainly go a long way in helping your team members understand how SAM addresses many (if not all) of your organization’s expectations for learning and development projects.Alright, there you go. You have a small set of realistic SAM goals for the year. You are going to start small. You have no expectation of overnight mystical changes. You will limit your efforts to one or two key events. And because you realize that no process occurs in a vacuum, you are starting the year with an appreciation for your organization’s current needs.You can do this! I have faith in you! And trust me, I’ve seen this approach work on many, many occasions.Happy New Year and best of luck making SAM a success in your organization!(If things don’t work out, we’re always here for advice and guidance. Check here or the Allen blog regularly for your SAM boost as needed!) To learn more about SAM, check out Leaving ADDIE for SAM  or Leaving ADDIE for SAM Field Guide.

Have a Happy SAM Year!

Making plans to upgrade your learning and data ecosystem for 2024 and beyond? With more advanced products and services, generative artificial intelligence (AI), and improved data and analytics capabilities, it should be easy to meet your organization’s learning and performance goals, right? Not so fast.First, you probably can’t buy all the new tools all at once. And, you probably already have a myriad of tools and services in your learning technology ecosystem, each with their own licensing timeline and product road maps. Charting a course for updating the ecosystem to meet new needs can be challenging!Based on our observations and consulting work with clients, you’ll need to build a team, take inventory of your existing tools, and connect to organizational strategy and culture. You’ll prioritize your needed capabilities, look for opportunities, make your case, and (with any luck) manage the implementation and change. Let’s explore each of these a bit more closely.Build the TeamIdentify the key stakeholders and a project sponsor for the work ahead. Look beyond your department and consider including others that create learning for the same audiences. Also, think about IT, procurement, business intelligence, or other internal support functions. Ultimately, you’ll want a team that will help you in your analysis and your change management approach.Create an Inventory of the Existing LandscapeStart by creating a list or map of the currently used tools. This includes everything from authoring tools to delivery platforms, analytics tools, and the project management systems that keep it all moving. Be sure to collect and include services and tools used by learning and development (L&D) teams, human resources and organizational development teams, compliance, manufacturing, IT, and sales—effectively any organization that may create and serve up its own learning-related content.As you do this, you may find that there is duplication, or gaps, or that different teams in the organization use different tools for the same purposes. You may also find what we call “islands”—tools completely disconnected from the rest of the ecosystem—and homegrown tools—those created to serve your organization’s specific or unique needs. Even if you stop here, what you will uncover is often enlightening.Some questions you may include during your inventory include:What function does this serve in the ecosystem: curation, content development, delivery/deployment, cataloging, analysis, and more?How do the people who use the tool feel about it?What data standard(s) does this product use?What manual and automated connections to other tools does it have? And which do we use?What are the licensing terms and timelines?What data types are being passed between or stored in each system or tool?Depending on how deep or broad you have time to go, you may also want to consider including people or processes in your ecosystem inventory.Connect to Organizational Strategy and CultureLook at your organization’s top 3–7 priorities for the coming year(s), and how L&D, particularly the learning technology ecosystem, can support them. Sometimes it’s clear how the learning organization can support these organizational strategies. Sometimes it’s a little vague and you need to make the connection. Here are three quick approaches to this, depending on the nature of the organizational priority:A priority directly speaks to growing people’s capacity. In some cases, the organizational priority is to develop and grow the capacity of your people. It’s often clear how L&D and the learning technology ecosystem can support this.A priority addresses operational or business excellence. When the organization’s priority focuses on decreasing cost, improving service, or improving product, the L&D organization builds the skills of the people who will take this on. Sometimes these are the direct skills in question, and sometimes these are the skills of the leaders who will make these changes happen.A priority addresses market-facing excellence, such as customer service or brand image. In this case, the L&D organization can take on and model some of the same customer-facing approaches that the business takes when focusing on its internal customers.Once you identify how L&D connects to organizational strategy, you can then begin to identify the capabilities of the learning technology ecosystem that will be called upon to meet these needs. By focusing on the systems’ capabilities, and not the exact tools themselves yet, you’re much better able to identify a holistic approach to delivering on capabilities across a suite of software solutions. Some examples of capabilities include:PersonalizationInteroperabilityNatural language processingData-driven and analytics toolsTranslationGamificationIntegration with business systemsAdaptive learningMobile accessAccessibilityE-commerceSocial learningSpaced learningScalabilityAlso, consider how your organization’s culture may affect your learning ecosystem strategy. Think about aspects such as how quickly and enthusiastically your organization embraces change, the appetite for having many different or specialized tools versus having a few robust solutions, and how decision making occurs.Prioritize Needed CapabilitiesOnce you identify the capabilities that your learning data ecosystem will need, you can then identify a desired future state and assess your current tools and platforms for their ability to meet your needs. You may find that you have anywhere from five to 12 capabilities. Depending on the size and capacity of your team, that may be far too many to take on all at once. In this case, prioritizing the capabilities and how fast you need to progress on them will help guide your efforts toward implementation. We like to take a sit, crawl, walk, run approach to this categorization.Review Ecosystem Components for OpportunitiesNow you are ready to review the various components of your ecosystem and identify which components to take on first. Because it’s unlikely that you will be able to (or even want to) throw everything out and start from scratch, you’ll need to prioritize and take an orderly approach to managing change.Which platforms and tools already satisfy many of the desired capabilities and are well-liked by those who use them?Which licenses are coming due?What is the length of time to select and implement a replacement?Where can the biggest and most appropriate advancement in capability be realized?Where can duplication be resolved most easily?Where does it make sense to try multiple approaches in parallel and select one or more future tools later on?Which vendors have road maps that are similar enough to yours that would enable you to ride along rather than replace the system?Present Your FindingsNow you’re ready to pull together a plan that will enable you to get buy-in and resources for the changes you are proposing. By connecting your proposal to organizational strategies, you can clearly outline how the land organization and learning technology ecosystem will support them now and into the future. Creating a map of your learning ecosystem from now into the future can help leaders visualize the changes that you’re proposing.This will also enable you to outline budget needs for the selection, implementation, and licensing of new technologies over several years. You should generally expect the first year to two years of your plan to be fairly solid. However, the further your road map goes, the more likely it is to be changed by organizational strategy and the evolution of offerings in the marketplace. Years three to five and even further out are less sure than years one and two of your plan.Manage the ChangeAs you gain support for your ecosystem changes, you will need to engage in full-scale change management approaches to ensure success. Consider bringing in the stakeholder team that you identified at the beginning as key assets in this approach. At this point, you may also want to bring in advisory groups from your learner population and others affected by the change as well. This will be an effort that will often warrant robust project management support.Schedule a Review for Next YearNow would be a fantastic time to schedule the time and team to review and revise the plan for next year. If you have resource planning tools for the L&D organization, you can put in a few weeks or months of effort on the schedule for next year to set this time aside and ensure it’s a priority.Your learning data ecosystem journey is both complex and critical, reflecting the evolving needs of your organizations in 2024 and beyond. At every stage, you will be engaging with business leaders and L&D team members to make thoughtful decisions about how best to support learners and your organizational strategies. As you do so, you’ll create a roadmap that is not just a plan for technology integration—but a blueprint for building a resilient, agile, and forward-thinking learning culture that drives organizational success.

Charting the Future of Your Learning Data Ecosystem

When it comes to negotiating salaries, I often hear:“I was always taught that if you ask for more money during the interview, you won’t get the job.”“I blurted out an amount, and now I regret it. What if I don’t get the job?”“You can negotiate? I had no idea. I thought you always had to take the initial offer and that was it.”Sound familiar?Myth-BustingWhen you ask for more money during negotiations, what’s the worst-case scenario? You won’t get the job? Think again.According to Fidelity, 85 percent of Americans who countered on salary, benefits, other compensation, or all three got at least some of what they asked for.Approached properly, nearly any offer can be improved. Think total compensation, not only the monetary salary.MoneyTalking about money often makes people uncomfortable. But if you don’t talk about money during the interview process, it can cost you.A Glassdoor study found the average American could be earning $7,500 more per year than their current annual base salary. Ouch!Raises are based on current salaries. So, a lower initial salary has a compounding effect. Some studies estimate that failing to negotiate can cost you up to $600,000 or more over the course of your career. According to Linda Babcock of Carnegie Melon University, this cost can be as high as $1 million to $1.5 million over the course of a career.Why Negotiating Your Initial Offer MattersConsider this salary comparison:Initial offer: Janice takes the initial offer of $73,000. She gets a cost-of-living raise of 3 percent, so her salary becomes $75,190.Negotiated offer: Lori negotiates and starts at $80,000. Add the 3 percent cost-of-living raise, and her salary becomes $82,400.Impact: A difference of $7,210. And that’s just the first year.The increased salary also affects 401K contributions, bonuses, and more, because they’re often based on a percentage of one’s base salary.Show Me the MoneyWhile pay transparency has increased in recent years, with 60 percent of employers stating a desire to provide more transparency, not all employers take the same approach. One in nine workplaces admits resisting pay transparency altogether.If a salary or salary range is not provided in the job post, during the salary negotiation phase of your interview, your goal is to have the interviewer name a salary first. This gives you a starting point for negotiating.NegotiateTo position yourself effectively when negotiating your salary, use this framework:KnowShowOWNKnow: Know your value in the marketplace. Salaries can vary based on years of experience, level of expertise, role, industry, and geographic region. Several online tools can help you benchmark your market value, including salary.com, payscale.com, or your professional association’s latest salary survey.You can also explore sites like Indeed, Glassdoor, and Vault to get information. Better yet, talk to people you know in similar roles. Bonus: Talk with someone who’s recently left the organization where you’re interviewing and get the inside scoop on the salary range.This information gives you leverage.Know what you want beyond salary. You’re negotiating the whole compensation package. Does the company offer bonuses, stock options, hybrid or remote work, continuing education, paid time off (PTO), or paid sabbatical? Other perks may be available as well.When I coach people on salary negotiation, we dive deep and tailor the coaching, research, and strategy for their targeted role. Next, we role-play it. I play the role of hiring manager and ask tough questions.Does this work? Yes! My client Tracie said, “I was offered a position at a company I specifically targeted at 23 percent over my current wage.”Show: Show proof of performance through your documented achievements, special projects, and most importantly, your quantified results.Showing how you made money, saved money, or improved productivity in some way demonstrates to an employer not only that can you do the job but also that they’ll net an exponential return on their investment in your salary.A potential employer wants to know what’s in it for them (WIFT). Let this be your focus during an interview. It shows the contribution you can make to their success.Position your achievements in ways that are relevant to the organization and tie your work to the company’s goals. You’ll be able to do this more effectively by researching the organization ahead of your interview. This strategy also helps the interviewer (or your next boss) picture you in the role. For more power during your negotiation efforts, bring a plan demonstrating how you’ll hit your goals.People I’ve coached net results; this year one of my clients netted a $15,000 bump in base salary offer, a $10,000 sign-on bonus, more PTO, and a performance-based raise when she hits the goals she outlined during the interview.Own: You did the work. Own it! Communicate your results powerfully, positively, clearly, and confidently during the interview process.The work you do documenting your achievements—focusing on quantifiable results—will help you build your confidence, as will rehearsing your approach ahead of the interview.Congratulations! Now you’re ready to rock your salary negotiations!When you land your great offer…Get the Offer in WritingHandshake deals and verbal offers won’t do. Always get your offer in writing, including the extra perks you negotiated.Good luck! For more job search help, access my free job search action plan here.

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