Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. LinkedIn and Modern Recruiting (A) case study is a Harvard Business School (HBR) case study written by Kathryn Shaw, Debra Schifrin. The LinkedIn and Modern Recruiting (A) (referred as “Linkedin Recruiting” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - negotiation strategy, negotiation framework, Data, Diversity, Human resource management, Organizational structure.
Negotiation strategy solution for case study LinkedIn and Modern Recruiting (A) ” provides a comprehensive framework to analyse all issues at hand and reach a unambiguous negotiated agreement. At Oak Spring University, we provide comprehensive negotiation strategies that have proven their worth both in the academic sphere and corporate world.
What’s my BATNA (Best Alternative To a Negotiated Agreement) – my walkaway option if the deal fails?
What are my most important interests, in ranked order?
What is the other side’s BATNA, and what are his interests?
In 2015, LinkedIn, the world's largest professional network, was experiencing explosive growth, and it needed to hire the very best people quickly to support and fuel that growth. This case discusses LinkedIn's hiring approach and details how the company used its own online recruiting products, such as LinkedIn Talent Solutions, to attract and retain talent. At the same time, the company was creating new recruiting models that put it at the forefront of modern recruiting. LinkedIn had done well so far in bringing in top talent. Nevertheless, as it rapidly scaled, the challenge was making sure the company could compete with other tech firms to attract enough highly skilled engineers. The case explains specific techniques that LinkedIn's recruiting team of over 100 people used to attract talented candidates for positions in engineering, sales, and other departments. Those techniques included: 1) replacing cold calling potential candidates with finding "warm connections" to them through their LinkedIn networks; 2) using a data-driven approach to identify the best candidates to pursue; and 3) developing personalized online relationships with top candidates. LinkedIn made internal hiring a priority. For external hires, the company focused heavily on recruiting passive candidates-people were who already gainfully employed and not necessarily looking for a new job. The case also discusses LinkedIn's employee value proposition, focusing on the extraordinary opportunities employees were given for "transformation" once they joined the LinkedIn team. These opportunities included personal advancement through a smooth path to change jobs within LinkedIn if they wished, as well as formal and informal programs designed for employees to pursue their passions-and share their experiences. "LinkedIn and Modern Recruiting (B)" goes into more detail about LinkedIn's data-driven approach, new recruitment innovations, and diversity scorecard.
By interests, we do not mean the preconceived demands or positions that you or the other party may have, but rather the underlying needs, aims, fears, and concerns that shape what you want. Negotiation is more than getting what you want. It is not winning at all cost. Number of times Win-Win is better option that outright winning or getting what you want.
Options are the solutions you generate that could meet your and your counterpart’s interests . Often people come to negotiations with very fixed ideas and things they want to achieve. This strategy leaves unexplored options which might be even better than the one that one party wanted to achieve. So always try to provide as many options as possible during the negotiation process. The best outcome should be out of many options rather than few options.
When soft bargainers meet hard bargainers there is always the danger of soft bargainers ceding more than what is necessary. To avoid this scenario you should always focus on legitimate standards or expectations. Standards are often external and objective measures to assess the fairness such as rules and regulations, financial values & resources , market prices etc. If the negotiated agreement is going beyond the industry norms or established standards of fairness then it is prudent to get out of the negotiation.
Every negotiators going into the negotiations should always work out the “what if” scenario. The negotiating parties in the “LinkedIn and Modern Recruiting (A)” has three to four plausible scenarios. The negotiating protagonist needs to have clear idea of – what will happen if the negotiations fail. To put it in the negotiating literature – BATNA - Best Alternative to a Negotiated Agreement. If the negotiated agreement is not better than BATNA then there is no point in accepting the negotiated solution.
One of the biggest problems in implementing the negotiated agreements in corporate world is – the ambiguity in the negotiated agreement. Sometimes the negotiated agreements are not realistic or various parties interpret the outcomes based on their understanding of the situation. It is critical to do negotiations as water tight as possible so that there is less scope for ambiguity.
Many negotiators make the mistake of focusing only on the substance of the negotiation (interests, options, standards, and so on). How you communicate about that substance, however, can make all the difference. The language you use and the way that you build understanding, jointly solve problems, and together determine the process of the negotiation with your counterpart make your negotiation more efficient, yield clear agreements that each party understands, and help you build better relationships.
Another critical factor in the success of your negotiation is how you manage your relationship with your counterpart. According to “Kathryn Shaw, Debra Schifrin”, the protagonist may want to establish a new connection or repair a damaged one; in any case, you want to build a strong working relationship built on mutual respect, well-established trust, and a side-by-side problem- solving approach.
According to
Harvard Business Review
, there are three types of negotiators – Hard Bargainers, Soft Bargainers, and Principled Bargainers.
Hard Bargainers – These people see negotiations as an activity that they need to win. They are less focused less on the real objectives of the negotiations but more on winning. In the “LinkedIn and Modern Recruiting (A) ”, do you think a hard bargaining strategy will deliver desired results? Hard bargainers are easy to negotiate with as they often have a very
predictable strategy
Soft Bargainers – These people are focused on relationship rather than hard outcomes of the negotiations. It doesn’t mean they are pushovers. These negotiators often scribe to long term relationship rather than immediate bargain.
Principled Bargainers – As explained in the seven elemental tools of negotiations above, these negotiators are more concern about the standards and norms of fairness. They often have inclusive approach to negotiations and like to work on numerous solutions that can improve the BATNA of both parties.
Open lines of communication between parties in the case study “LinkedIn and Modern Recruiting (A)” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Kathryn Shaw, Debra Schifrin (2018), "LinkedIn and Modern Recruiting (A) Harvard Business Review Case Study. Published by HBR Publications.
Feel free to connect with us if you need business research.
You can download Excel Template of Case Study Solution & Analysis of LinkedIn and Modern Recruiting (A)
Services , Retail (Apparel)
Technology , Software & Programming
Utilities , Electric Utilities
Financial , Misc. Financial Services
Technology , Software & Programming
Consumer Cyclical , Auto & Truck Manufacturers
Healthcare , Healthcare Facilities
Consumer/Non-Cyclical , Beverages (Nonalcoholic)
Services , Retail (Specialty)
Services , Hotels & Motels
