One of the strategic tasks of the Human Resource is to become a negotiator: with employees, coworkers, supervisors, suppliers and the labor union leaders. Many Human Resource people are aware of this, but do not understand how to become a master negotiator. There are some specific behaviors that must be owned by the Human Resource to be an effective negotiator, contained in a recent book by Harvard Business Review The Essentials of Negotiation (can be obtained, among others, the QB World):

1. They align what is the purpose of negotiations with the aim of the organization. An effective negotiator works in a framework that supports the organization’s strategic objectives. This is only possible if the goal is clear. As a Human Resource professional, you have a responsibility to communicate these goals to everyone in the organization – including those who represent the company’s negotiations. Communication is the best guarantee for the realization of the harmony between the objectives of the company and the behavior of employees – and the results of negotiations as the organization desires.

2. They prepare themselves seriously and use every stage of negotiations to prepare himself further. Effective negotiators came to a meeting with facts and proposals. They are not in a hurry to get to a resolution. Before and during the bargain, they use the time to explore interests of each party; they also understand that most of the negotiation is a process without stopping in maintaining relationships and developing the win-win solution, not all events that produce winners and losers.

3. They use the negotiations to learn more about the issues raised and the position of the other solutions. Negotiators, as well as card players, have often worked in the fog uncertainties. Benefits are generally obtained preparing them and dialogue, to get information to help them into the fog.

4. They have the mental expertise to identify the interests of both parties and the creativity to think of options to create value that produced the win situation , a negotiator  is considered the other as a lose-win game (zero-sum game) but could change game. They can help others on the importance of sharing information and valuable opportunities to expand.

5. They can separate the personal issues with the issue of negotiation. A good negotiator knows that the process of negotiation is not about them – or vice versa on the individual who sat opposite. They understand that the negotiation process related to efforts to achieve the best possible for both parties.

6. Tthey recognize the potential obstacles to the achievement of the agreement, these constraints are not always obvious.

7. They know how to build coalitions. Not every negotiator negotiates with a strong position. Often the other party has a better bargaining position stronger as the negotiation process began to take place. However, a good negotiator knows that a coalition of some of the weaker party can often break the force. More importantly, they understand how to build such a coalition based on common interests.

8. They developed a reputation for reliable and trustworthy. The successful negotiations are built on trust. Trust was formed from a negotiation phase will bring the results to the next process. A good negotiator applies ethical behavior. They’re good as his words. In addition, they always listen more than talk. They knew I could gather more information and to create better results by asking questions rather than impose their agenda. They see negotiations as a positive aspect of the relationship with other parties, not a conflicting interaction.