that can also be important to the candidate, such as profit sharing, stock options, training and professional development opportunities, relocation expenses and health club memberships. Information such as job title, location of the assignment and starting date should be spelled out clearly. Frequently, companies can provide a brochure containing information on the various medical and dental benefits available, vacation and sick leave and additional benefits such as eye and dependent care.

College career advisors and recruiters from reputable companies agree that it is perfectly acceptable for candidates to request that this kind of information be presented in writing so that they can evaluate the whole “package” before making a commitment. Similarly, they encourage students to discuss aspects of the offer package that they would like to see changed. This is the point where the actual negotiation begins. Based on the success of these negotiations, it is possible to have the terms and conditions of the offer changed and a new letter generated.

This is also the point where the candidate has the most leverage. It is the point to raise difficult questions regarding things like severance pay and causes for termination, and to bargain hard over issues the candidate feels are critical to their job satisfaction. Once the offer is accepted, there is little hope of a “re-opener” later on. As a recruiter from a large insurance company recently put it, candidates should be realistic without relinquishing their right to fair treatment.

Aside from documenting what candidates can expect at the point of hire, companies are loathe to discuss things like salary scales and wage progression other than in the most general terms. “Anything more than that might sound like we are making a commitment,” says a recruiter from the financial services industry. “The environment is too litigious.” As events such as the terrorist attacks of 9/11 point out, the environment is also volatile, and companies will shield themselves from factors that are beyond their control. In the final analysis, wage progression depends on employee performance. Few employers would provide guarantees without the ability to predict how well new hires will perform on the job.

Since employers are not forthcoming, the new employee is placed in something of a bind. On the one hand, most firms expect that each person will perform to the best of his or her ability and take responsibility for their own salary growth. Exercising this responsibility means monitoring wage rates for your field and industry by means of trade publications and websites such as http://www.Salary.com . The emphasis today is on career self-management. Recent graduates are often surprised to discover the degree to which they must advocate for themselves for salary increases, promotions and the opportunity to take on new projects. While they are expected to do their “homework,” when it comes to ensuring that they receive a fair market wage, employees are typically prohibited from discussing salary with colleagues.

Employers contacted for this piece were dismayed by his company's behavior. While they may not actively publish all the information new hires need to get ahead, most reputable firms approach the salary issue honestly and ethically. As a recruiter from a Boston-area software company put it, “Folks hardly ever leave because of money; more often, it's about management.” She recommends that graduates take the initiative to interview recent hires at companies that interest them. College career offices are a good source of alumni contact information and frequently host panel discussions and receptions to promote networking of this kind. While most new hires are happy with the opportunities they receive right out of college, others find that even the best research will not reveal absolutely everything you need to know about prospective employers. Experience is often the best teacher. Recruiters agree that the best advice we can give to candidates is to do your homework, work hard, but be prepared to leave if it doesn't work out.

Joan Stoia is the Director of Career Services, University of Massachusetts at Amherst and a consultant on the college labor market. She lives and writes in Belchertown , Mass. with her husband and two Welsh corgies.

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