What Are Your Salary Expectations? 5 Best Answers from a Former Executive Recruiter

Navigating the “Expected Salary” Question: A Detailed Guide

Key Concepts:

• Evasive Strategy: Avoiding a direct salary answer early in the recruitment process to maximize negotiating leverage.
• Stock Building: Increasing one’s perceived value to the employer throughout the interview process.
• Five Variables: The malleable factors influencing salary negotiation – Goals, Obstacles, Problems, Solution, and Profile/Cost.
• Statements vs. Questions: Utilizing statements to foster rapport and elicit information, rather than triggering defensive responses with questions.
• Recruiter Limitations: Understanding that recruiters primarily filter candidates and cannot directly offer employment.

I. The Problem with Providing a Number Early On

The video centers around the common interview question, “What’s your expected salary?” and argues strongly against answering it directly early in the process. The speaker, an executive recruiter with over 600 negotiated employment agreements and a career coach with 1700+ data points, emphasizes that providing a number prematurely is detrimental to a candidate’s negotiating position.

The core argument is that early salary disclosure leads to one of two unfavorable outcomes: either undervaluing oneself and leaving money on the table, or pricing oneself out of consideration. The speaker highlights that “market pay” is a fallacy, as an employer’s actual willingness to pay is determined by their specific needs and the candidate’s unique value proposition at the time of the offer. He uses the analogy of selling a house – the listed price is not the final sale price, as it’s influenced by buyer motivation and negotiation.

II. Why Evasion is Key: Building Leverage

The speaker advocates for a strategic evasion of the question, explaining that a candidate’s “stock” is at its lowest point during the initial recruiter screen. The employer knows very little about the candidate at this stage, and therefore, the candidate has minimal leverage. He draws a parallel to building trust with his audience, noting that viewers don’t immediately purchase his products after watching only 60 seconds of content – trust and value are established over time.

He identifies four key reasons to avoid disclosing salary expectations:

1. Accuracy: Giving a number early increases the likelihood of being either too low or too high.
2. Market Fluctuation: “Market pay” data is often inaccurate and doesn’t reflect the employer’s specific situation.
3. Low Stock: Your value is at its lowest when the employer knows the least about you.
4. Recruiter Limitations: Recruiters can only say “no,” not “yes” to a hire, making negotiation with them unproductive.

III. The Five Variables & Negotiation Power

The speaker introduces the concept of “Five Variables” that are constantly in flux throughout the interview process. These variables represent the employer’s needs and constraints, and understanding them is crucial for successful negotiation:

• Goals: The employer’s desired outcomes (e.g., revenue targets, market expansion).
• Obstacles: Challenges hindering the achievement of those goals.
• Problems: Specific issues needing resolution.
• Solution: The employer’s proposed approach to solving the problems.
• Profile/Cost: The ideal candidate characteristics and the associated budget.

The speaker emphasizes that these variables are malleable and that a candidate can influence them to their advantage. By demonstrating an understanding of the employer’s challenges and offering innovative solutions, a candidate can increase their perceived value and justify a higher salary.

IV. Step-by-Step Dialogue & Scripting

The speaker provides a detailed script for navigating the “expected salary” question:

1. Initial Response: “I’m open.” (or a more elaborate version: “I’m open. Money is important, but it’s not the only thing. I’m interested in the role, the company, and the opportunity for growth.”)
2. Recruiter Pushback: If the recruiter presses for a number, repeat “I’m open.”
3. “I Assume You Have a Budget” Statement: “I see this is important to you, which makes sense. I assume you have a budget. If you can share that with me, I’ll confirm if it’s within my range.” (Note: This is a statement, not a question.)
4. Competitor Range Statement: If the recruiter refuses to disclose the budget, state: “As part of my preparation, I researched similar roles at your competitors and found a range of X to Y.”
5. Previous Earnings Statement: As a last resort, if pressed further, state: “In similar roles, I’ve generally earned X to Y.”

The speaker stresses the importance of using statements rather than questions to avoid triggering a defensive response from the recruiter and to foster a collaborative atmosphere.

V. What Not To Do

The speaker cautions against:

• Giving a Range: This limits potential negotiation.
• Using “It’s Fine” or “I’m Okay With That”: These phrases signal a lack of enthusiasm and willingness to negotiate. Instead, use positive and enthusiastic language.

VI. Notable Quotes

• “Your stock is at its lowest point [during the recruiter screen]. They do not know you.”
• “Recruiters are nice people but they cannot say yes. They can only say no.”
• “When you ask a question…it triggers a defensive scan in your brain.”
• “Statements…hit the prefrontal cortex and what sits there connection and empathy.”

VII. Conclusion

The video provides a comprehensive strategy for handling the “expected salary” question, emphasizing the importance of delaying disclosure, building leverage, and understanding the employer’s needs. By employing the suggested scripts and focusing on statements rather than questions, candidates can position themselves for a more favorable negotiation outcome. The core takeaway is that salary negotiation is a dynamic process, and early preparation and strategic communication are essential for maximizing one’s earning potential.