Salary Negotiation and Job Offer Considerations

Greater transparency about pay ranges has become the trend in the last decade. However, negotiating an offer that is comfortable for you and acceptable to a new employer may remain a sticky subject for many new hires.

Whether transitioning to a new role, moving into leadership, or otherwise advancing within your organization, understanding how to negotiate compensation effectively can significantly shape long-term career growth and financial stability. The conversation around salary usually occurs shortly after you are told, “Congratulations, we want you for the job.”

Start By Doing Research

“In my office, Human Resources (HR) does the phone screenings. So one of the first questions we present is: This is the salary range, do you have any questions?” Bonnie Wilmot, Talent Acquisition Manager at Washington State University, says.

Researching the pay range for the role you’re applying to can be an obvious first step in calculating your salary expectations.

“You don’t see the pay range posted when you are looking at the private colleges,” says Brittany Bryant-López, workforce development specialist and Perkins Program Supervisor at Maricopa Community College District says. “I tell people to really lean heavily into something like Glassdoor. See if you can find a friend, or a friend-of-a-friend and see if you can have that honest conversation [about pay].”

“You can’t just walk in and say: Well, I want this,” Wilmot says. In Washington, the range for any given role in a government agency is required by law to be posted, so for most candidates whatever they are offered isn’t a big surprise.

Understand That There May Be Limits to Your Ask

Employers who may be strict about their salary offers might be more flexible when it comes to things like time-in-office or hybrid or remote work negotiations. Candidates should consider the full scope of compensation, including retirement plans, professional development funds, remote work flexibility, relocation assistance, tuition benefits, and performance incentives.

“Look at the market, know your goals, and if you don’t want to be there forever, set yourself a timeline,” Bryant-López says. “Wait and see what they offer first.”

Bryant-López says she has noticed a trend in higher education: more livable wages. “Higher education has realized they were late to the train, as far as pay. And they are losing talent to other industries,” she says. To remain competitive, candidates may see slight increases in the opening salary range for many administrative positions these days.

Strategize A Counteroffer

Wilmot recently helped her sister, a new graduate, negotiate a job offer as an electrical engineer. She suggests that if you are well-prepared and are not offered the rate you desire at the start of the new-hire conversation, it’s  OK—if not expected—to propose a counteroffer.

“Ask for something a little bit more,” she says. “A good employer should not get upset by you asking. You can judge them by how they react if they say no. “

Even when organizations face budget limitations, candidates may still successfully negotiate additional vacation time, flexible scheduling, signing bonuses, moving expenses, or leadership development opportunities.

“There are some positions that because they are grant-funded, that’s all the money they have.” Another reason that may lead to no is internal salary equity,” says Wilmot. This is true more often in government positions than in the private sector.

Be Prepared to Justify Your Counterbid

Hiring committees and executive leaders respond most positively when candidates connect their experience directly to institutional goals. Instead of framing negotiations around personal need alone, successful professionals should emphasize measurable contributions they can bring to the organization. Cite your experience and previous wins or quantifiable gains from your previous employers.

“If you are going to counter, have a reason why,” Wilmot says. “Regardless of what salary is listed, you can always make an ask as long as you are courteous, have a justification for your ask, and understand that the employer has the right to say no.”

It is also important to recognize that negotiation is not solely about immediate compensation. Career advancement in higher education often involves evaluating institutional culture, leadership stability, opportunities for advancement, and alignment with long-term professional goals. A position with slightly lower compensation may still provide substantial value if it offers mentorship, visibility, advancement pathways, or access to transformative institutional initiatives.

Practice Your Pitch

Practicing negotiation conversations in advance can help reduce anxiety and improve clarity during discussions.

“You really need to put a strong argument forward the first time,” Wilmot says. “Don’t be scared if they counter with, ‘We will really have to think about it. That’s not what we were planning.’”

Negotiation conversations are most successful when approached collaboratively rather than adversarially. The goal is not to “win” against the employer but to establish a mutually beneficial agreement that reflects the candidate’s expertise and future contributions.

“As long as they say, let’s think about it, or we’ll get back to you, the door is open,” Wilmot says.

Keep Long-term Career Goals in Mind

The salary negotiation process can be daunting, especially if you have been let go from a previous job or have been searching for a long time. But it’s important not to shortchange yourself. Settling for less than you feel comfortable with can lead to feelings of resentment and a lack of motivation in the new role. So even if negotiation feels a little uncomfortable, remember, it will be worth it in the long run. No one knows your work ethic better than you.

“You have to ask yourself that really big question, ‘Are you working for a name, or do you want to work for the experience and the money?’” Bryant-López says. “Is it prestige or comfort you are looking for? Because sometimes you can’t have both.”

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About the Author: Jenna Chiara Duncan (Ed.D) is an educator, writer, and editor originally from Phoenix, Arizona. Dr. Duncan holds an Ed.D in Education Leadership from Northern Arizona University (2024); Master’s degree in Media Studies from The New School for Social Research (New York City); MFA in Creative Writing from Goddard College (formerly in Plainfield, Vermont); and a Bachelor’s degree in Journalism from University of Arizona. Duncan has published more than 250 articles and reviews mainly on arts, entertainment, and pop culture.