Salary negotiation, both sides of the table: scripts, anchors, and what 'fair' really means
Whether you're hiring or being hired, salary negotiation runs on the same five mechanics. Here's the playbook from both sides — anchors, ranges, scripts, and…
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- Anchors matter. The first specific number sets the conversation.
- Range, not point. State the band; explain where the offer sits and why.
- Negotiation isn't just base — equity, sign-on, start date, scope are all real currency.
- Pressure tactics ('exploding offer') from either side correlate with regret within 12 months.
Salary negotiation is the most common high-stakes conversation in corporate life and the one we train people for least. Both sides usually leave the table with regret — over-paid, under-paid, or under-trusted. The mechanics are identical regardless of which seat you're in.
The five mechanics
- Anchor: the first specific number frames the band.
- Range vs point: bands invite collaboration; point offers invite reluctant accept/decline.
- Currency mix: base + bonus + equity + benefits + sign-on + start date + scope.
- Reasoning out loud: 'here's how I got to this number' beats 'this is the number'.
- Patience: most useful negotiation move is 24 hours of silence.
From the recruiter's side
- Open with the band, not the point: 'this role pays X-Y, our recommended offer is Z because of...'
- Explain the band placement — performance bar, prior experience, internal equity.
- Be honest about what's flexible (sign-on, start date) and what isn't (band ceiling).
- Don't penalise negotiation. The candidates who negotiate are often the same ones who'll ask for what your business needs.
From the candidate's side
'Thanks for the offer — I'm excited about the role. Before I accept, I'd like to ask about the band. Based on market data and my recent scope, I was thinking the right number sits at [X]. Can you walk me through how this offer was constructed?'
- Always counter once if the offer is in-band and you have a reasoned ask.
- Don't bluff a competing offer you don't have. Burns trust if it falls apart.
- Negotiate the whole package, not just base.
- Get the final offer in writing before resigning.
What 'fair' looks like
Fair = the offer the recruiter would give a different candidate with the same evidence. If your offer would change based on the candidate's gender, race, or aggressiveness, you have a fairness problem to fix on the recruiter side, regardless of what the candidate did.
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