Salary and Benefits Negotiation: A Practical Playbook

The mindset that helps

Negotiation isn’t haggling — it’s aligning value and risk. You’re proposing a fair agreement based on outcomes you can deliver, not asking for a favour.

Preparation (70% of the win)

• Results and proof: list 3–5 measurable impacts (cost, revenue, productivity, risk).
• Market range: define a credible anchor for the role, sector, and location.
• BATNA (Plan B): other roles, staying put, hybrid set‑up with side work.
• Timing:
  • Hiring: discuss numbers once scope and mutual fit are clear.
  • Internal: align with budgeting or performance review windows.

A script you can adapt

• Opening: “I’m aligned with the scope and excited about the challenge.”
• Value: “Over the last 12 months I led X, delivering Y and Z. I can replicate and extend that here.”
• Proposal: “Given the responsibilities and market, a range between $A and $B makes sense.”
• Flexibility: “We could structure a bonus tied to outcomes, a 6‑month review, and professional development support.”

Beyond base pay: the total package

• Variables: bonuses, profit share, equity/options, certification allowance.
• Flexibility: WFH days, hours, equipment, training budget, travel.
• Security: medical cover, insurance, childcare support, transport.

Handling common objections

• “No budget right now.” → “Could we set clear goals and review in 90 days?”
• “The range is fixed.” → “Is there flexibility in benefits or a delivery‑based bonus?”
• “Someone cheaper.” → “May I show how I de‑risk delivery and create impact in the first 60 days?”

A seven‑step prep checklist

• Five achievements with numbers.
• Two to three written references or client quotes.
• Three sources for market ranges (role/sector/location).
• Your floor, target, and stretch numbers.
• Two alternative packages (e.g., slightly lower base + outcome bonus).
• A 15‑minute rehearsal with a friend/mentor.
• A written follow‑up plan after the conversation.

Practical closing note

Between silence and an unrealistic ask, choose a value‑based, evidence‑backed proposal — and be ready to negotiate the shape, not just the number.