Preparing for Negotiation

Salary Research

Entering a negotiation without data is like navigating without a compass; you run the risk of accepting an offer below market value or, conversely, asking for a figure so exorbitant that it immediately disqualifies the candidate.

Before talking numbers, it is imperative to consult digital salary estimation tools specific to the geographic area and sector, such as those offered by portals like Glassdoor or Payscale.

If a Data Engineer in a European capital city discovers that the salary range is between 40,000 and 60,000 euros per year, he or she should not accept 35,000 without question, nor ask for 90,000 without extraordinary justification. Knowledge is power.

If the candidate is a top performer with verifiable success metrics, you should aim for the upper end of the salary range detected in your research.

Even if the initial offer is already fair according to the market, having this data allows you to confidently argue why you deserve extra, based on objective reality rather than subjective wishful thinking.

Timing of the negotiation

Timing is everything. A common tactical mistake is to try to negotiate salary in the first phone screening, when the recruiter is just verifying basic facts.

At that early stage, giving a specific figure can be counterproductive; it is better to give a broad range or ask what the budget allocated for the position is.

The real negotiation should occur when the company has already decided that "you" are the ideal candidate, usually upon receipt of the verbal or written offer.

Also, if it is an internal renegotiation, you need to look at the company's cycles.

The last quarter of the year (Q4) is usually a propitious time, as departments close budgets and evaluate annual performance with sales figures or results on the table.

Trying to ask for a raise right after a downsizing or in a month of low sales is a strategy destined to fail; you need to read the environment and act when the tide is favorable.

Valuing the total package

Base salary is only one part of the compensation equation.

Sometimes the salary budget is rigid, but companies have flexibility in other areas ("perks") that can have significant monetary or quality of life value.

If the financial figure falls short of the target, the "total package" should be negotiated: extra vacation days, flexible hours, performance bonuses or funded training. A crucial and often overlooked element is the job title.

If the company cannot pay more, it may be able to offer a higher position (e.g., move from "Senior" to "Lead"), which positions the professional for a higher salary bump in his or her next career move.

Valuing the offer holistically av