We’ve pulled together some expert opinions on how to tackle the salary question, designed to create the optimal outcome for both employer and candidate.

• Before discussing salary expectations, do your own market research, where available, to find out what the position pays. Ask colleagues, search online, or reach out to Executive Search firms for their input.
• Many roles have a huge range in pay, depending on the level, breadth of knowledge, and years of experience. If this is a step-up opportunity to a higher title and level, you may be at the lower end of the scale to start.
• Many companies have a higher compensation philosophy than others. You’re likely well aware of your company’s positioning on the compensation spectrum, so keep that in mind when citing your salary expectations.
• Be sure to include all your compensation details: base pay, cash bonus, commissions, LTIP, shares, pension, parking, vacation allotment, mortgage subsidies, deal bonuses, flex time, personal days, perks, etc to ensure that they understand your Total Rewards package.
• If the employer is persistent, you can try repositioning. Curiously ask, “I appreciate that compensation is an important aspect to the job, and the range needs to be in line for both of us. Given you’re the hiring for this role, and you’re the expert on what the company can offer, I’d like to hear what you have in mind for the salary range of this position.”
• If you are the employer asking this question, often the concern is that if you state the range ahead of time, and the candidates’ expectations are lower, you’ve given away too much. Our philosophy is that if you deem that this candidate can do the role, and set expectation for their success, why short-change them on what this role should pay. Perhaps their previous employer doesn’t see this candidates’ value, and that is why they are keen to move to a company who values their experience and qualifications.
• And remember, compensation is only one part of a new career opportunity, other factors such as learning and mentoring opportunities, corporate culture, workplace flexibility, corporate brand, location, leadership opportunities, executive team, growth opportunities, title or step-up in responsibility can be just as valuable, and then compensation will follow suit once you’ve attained a higher level of accountability.

• Reposition the discussion to a forward-looking approach, rather than a rear-view mirror. Focus on where you want your next phase of your career to be and what salary range you are looking for.  This takes the discussion away from what you’re making now and gives them an expectation that can be negotiated rather than a threshold that they need to overcome.
• Be clear about your absolute minimum and put that number at the bottom of your range. Your target number should be on the lower end of your range. Identify a high enough ceiling to give yourself room to negotiate upward later on.
• How wide should your range be? That’ll depend on how much you want the job, how much the pay matters to you and how much leverage you have at that point in the hiring process.
• The wider the range, the softer your position will appear to be.
• You can always follow up by saying these are your initial expectations based on what you know of the job and company so far, and that you look forward to discussing more concrete numbers as you advance through the hiring process.