Most people accept the first number an employer offers. Not because they are satisfied with it — but because negotiating feels uncomfortable, risky, or presumptuous. That discomfort is costing them tens of thousands of pounds or dollars over the course of a career. Compounded across raises, bonuses, and future offers benchmarked against your current salary, a single failed negotiation has a ripple effect that lasts for years.

The good news is that negotiating is a learnable skill, and it gets significantly easier once you understand what is actually happening in the conversation — what the employer expects, what they are willing to give, and exactly what to say at each stage. This guide gives you all of it: the research process, the timing, the exact scripts, and the mistakes that even confident candidates make.

The compounding cost of not negotiating
A candidate who negotiates their starting salary up by just £5,000 — and receives the same percentage raises — will earn significantly more over a decade than one who accepted the first offer.
£100K+
Lost over 10 years
85%
Of employers have budget flexibility above their initial offer
42%
Of job seekers never negotiate — they accept the first offer
<1%
Of job offers are withdrawn because a candidate tried to negotiate

Why You Must Always Negotiate

There is a widespread fear that negotiating will make you look greedy, ungrateful, or difficult — and that the employer might rescind the offer. This fear is almost entirely unfounded, and letting it stop you is the single most expensive career mistake most professionals make.

Here is what actually happens on the employer side: almost every organisation builds a buffer into their initial offer. They expect negotiation. When a candidate accepts the first number without question, the hiring manager often assumes either that the candidate lacked the market knowledge to know they could have pushed, or that they were so desperate for the role that they did not push. Neither is a strong first impression of a confident professional.

The number you accept becomes your baseline — and everything built on top of it, every raise, every future offer that asks for your current salary, every bonus calculated as a percentage of base — builds on that foundation. Negotiating well in year one is one of the highest-return conversations you will ever have.

"In fifteen years of hiring, I have never pulled an offer because someone negotiated professionally. I have occasionally lost respect for candidates who didn't — it signals that they haven't done their research or don't understand their own value."

— VP of People, Series C SaaS company

Step 1 — Research Your Market Rate Before Any Conversation

Negotiation without data is just hoping. Before you say a single word about salary, you need to know what the market pays for your role, at your level, in your location, at companies of this size. This research takes a few hours and pays for itself many times over.

1
Use multiple sources — never rely on one
Glassdoor, LinkedIn Salary, Levels.fyi (for tech roles), industry salary surveys, and conversations with recruiters all give you data points. No single source is perfectly accurate. Cross-referencing three or four gives you a realistic range. Look at median, not just the high end — you need a number you can defend.
2
Filter by location, company size, and seniority
A product manager salary in London is different from the same title in Manchester. A senior role at a 50-person startup pays differently than the same title at a FTSE 100 company. Filter your data to match this specific company as closely as possible — broad industry data is a starting point, not an anchor.
3
Talk to people in similar roles
The most accurate salary data comes from conversations with people who have recently been hired into similar positions. A recruiter specialising in your field will also give you honest market information — it is literally their business to know. These conversations are more reliable than any database.
4
Set your three numbers before negotiations begin
Know your target (the number you want to land on), your anchor (the higher number you open with), and your floor (the minimum you would accept). Write these down. Having your floor decided in advance stops you from agreeing to something in the moment that you later regret.

Step 2 — Timing Is Everything

When you talk about salary matters almost as much as what you say. The worst time to discuss it is early in the process, before the employer has decided they want you. The best time is after they have made you an offer — when their desire to hire you is highest and yours is the only offer on the table.

Moment Should you raise salary? Why
Application form asks for expected salary Avoid if possible Write "negotiable" or a broad range — committing early anchors you too low before they know your value
First phone screen with recruiter Deflect if you can Ask about their budget range first — whoever gives a number first is at a disadvantage
Hiring manager interviews Do not bring it up Focus entirely on demonstrating value — salary conversations belong after they want you
After receiving a verbal offer ✓ Yes — this is the moment Maximum leverage. They have chosen you. Now is when negotiation makes the most impact
After receiving a written offer ✓ Yes — still valid A written offer does not close the door on negotiation — it opens it formally
Performance review (for a raise) ✓ Yes — but prepare 4–6 weeks ahead Plant the seed early, document your impact, make the conversation expected not surprising
The golden rule of timing

Never be the first to give a specific number. Ask about the budget or let them make the first offer. Once they name a figure, you have information. Once you name one, they have the anchor. Every experienced negotiator knows this — now you do too.

Step 3 — Exact Scripts for Every Scenario

Knowing what to say in advance removes the hesitation that causes most negotiations to fail. These are word-for-word scripts for the situations you will actually face — adapt the specifics to your role and numbers, but keep the structure.

When the recruiter asks your salary expectations first
Phone Screen
The recruiter asks: "What are your salary expectations?" before you have any offer. Your goal: flip the question back without seeming difficult.
"I want to make sure we're aligned. Could you share the budgeted range for this role? I'd rather make sure there's a fit before we get into specifics on both sides."

If they push for a number: "Based on my research into the market for this role and level in [location], I'm looking at something in the [£X – £Y] range — but I'm really more focused on finding the right fit at this stage. What does the budget look like?"
Why this works: You gather their data first. If their range is higher than yours, you haven't anchored yourself low. If it's lower, you know before investing more time. Always give a range where your target is the bottom, not the middle.
Countering a job offer — the core negotiation script
Job Offer
They've made you an offer of £55,000. Your research says market rate is £60,000–£68,000 and your target is £63,000. You open above your target to give room to land there.
"Thank you — I'm genuinely excited about the role and the team. I've done some research on the market for this position, and based on my experience in [specific area] and the results I've driven — particularly [specific achievement] — I was hoping we could get closer to £66,000. Is there flexibility to move in that direction?"
Why this works: Opens with genuine enthusiasm (you're not being combative). Grounds the ask in market data and your specific value. Names a specific number — not a range. Asks a question rather than making a demand, which keeps the conversation collaborative. They will likely counter between your ask and their offer — you land near your target.
When they say "that's the maximum we can offer"
Counter Response
They push back and say the salary is fixed. Don't accept this as final — explore what else moves. Most companies that can't move on base can move on something else.
"I understand — and I appreciate you being direct. The role is still very compelling to me. If base salary isn't flexible, I'd love to explore whether there's room on [signing bonus / performance bonus structure / equity / remote work flexibility / earlier performance review]. What does the rest of the package typically look like?"
Why this works: You don't accept defeat — you pivot to total compensation. A £5,000 signing bonus is real money even when base is "fixed." An earlier performance review (at 6 months instead of 12) lets you unlock a raise faster. Always treat the whole package as negotiable, not just base.
Asking for a raise in a performance review
Internal Raise
You've been building your case for 4–6 weeks. You have documented achievements and market data. This conversation should feel expected, not surprising, to your manager.
"I've been reflecting on the past year and I'd like to talk about my compensation. Over the last 12 months I've [specific achievement 1], [specific achievement 2], and taken on [expanded responsibility]. Based on my research, the market rate for my role and experience level is around £X, and I'd like to work toward getting my base to £Y. Can we make that happen?"
Why this works: Leads with what you've delivered, not what you want. Makes the case before the ask. Cites market data so it's not personal — it's objective. Gives a specific number. Ends with a direct question that requires a yes, no, or counter — no ambiguity about what you're asking for.
Negotiating over email — the written counter offer
Email Counter
You've received a written offer and want to negotiate via email. This is common and completely professional — many candidates find it easier to be precise in writing.
Subject: Re: Offer — [Your Name]

Thank you for the written offer — I've reviewed it carefully and I'm very enthusiastic about joining the team and contributing to [specific project or goal].

I'd like to discuss the base salary. Based on my research and the breadth of experience I bring in [specific area], I was hoping we could land at £[X] rather than £[offer]. I believe this better reflects the market rate and the impact I'll bring to the role from day one.

I'm excited about the opportunity and I'm confident we can find something that works for both sides. Looking forward to your thoughts.
Why this works: Professional, specific, and non-confrontational in tone. States the ask clearly with a rationale. Short enough to be read immediately. Ends with optimism, not an ultimatum. Email gives you time to word it perfectly — use that advantage.

Think Beyond Base — Total Compensation

Salary is one line in your compensation package. For many roles — particularly in tech, finance, and startups — it is not even the most valuable one. Understanding what else is on the table, and being willing to negotiate across all of it, dramatically expands what you can achieve even when base is genuinely fixed.

Signing Bonus
A one-off payment that compensates for bonuses or unvested equity you are leaving behind. Often negotiable even when base is not.
Tip: Ask specifically if they offer signing bonuses
Performance Bonus
The structure, targets, and percentage matter as much as the headline number. Ask what percentage of people actually hit the target bonus.
Tip: Ask for guaranteed first-year minimum bonus
Equity / Share Options
At startups and scale-ups, equity can exceed base salary in value at exit. Negotiate the amount, vesting schedule, and cliff period.
Tip: Ask about cliff, vesting period, and strike price
Earlier Review Date
If base is truly capped, negotiate a 6-month review instead of 12. A raise at month 6 based on clear targets is real money and shows confidence in your performance.
Tip: Get the review terms and targets in writing
Remote / Flexibility
The ability to work remotely 2–3 days per week has real financial value — reduced commuting costs and improved quality of life. Quantify it when building your case.
Tip: Be specific — "3 days remote" not "some flexibility"
Learning & Development
Conference attendance, courses, certifications, and professional memberships are all negotiable. A £3,000 L&D budget is real value even if it doesn't show in your salary.
Tip: Ask for it in the offer letter, not verbally

7 Negotiation Mistakes That Cost You the Deal

Giving the first number
Whoever names a number first anchors the entire conversation. If you go first and name too low, you've capped yourself. If you go too high without grounding it in data, you seem out of touch. Let them go first whenever possible — the information is invaluable.
Fix: Ask about their budget range before giving any number
Giving a range instead of a number
"I'm looking for something between £60,000 and £70,000" sounds reasonable but is actually a mistake. The employer anchors on £60,000 — the bottom of your range — and treats it as your real number. Always give a specific figure as your ask. If they push for a range, give a tight one where your floor is at the very bottom.
Fix: State a specific anchor number — "I'm targeting £68,000"
Justifying with personal need instead of market value
"I need more because my rent went up" or "I have a mortgage to pay" are not negotiating arguments — they are personal circumstances that have no bearing on your market value. Employers pay for skills and results, not personal expenses. Base every ask on data and your contribution.
Fix: Use market data and your achievements as the sole justification
Accepting the first counter too quickly
When they come back with a number between your ask and their original offer, there is often still room. Not always — but silence and a thoughtful "Can you do any better than that?" costs you nothing and occasionally yields another £1,000–£3,000. The worst they can say is no.
Fix: Pause before responding — silence is a powerful negotiating tool
Negotiating before they've decided they want you
Raising salary expectations in the first or second interview — before you have an offer — weakens your position dramatically. At that stage, they are still deciding whether to offer the role at all. Wait until you have the offer. Your leverage is maximum when they have chosen you and the only question is terms.
Fix: Deflect salary questions during interviews — negotiate only after the offer
Making it a confrontation instead of a conversation
Negotiation should feel collaborative, not adversarial. Phrases like "That's not enough" or "I won't accept that" create defensiveness. "I was hoping for something closer to X — is there flexibility?" asks the same question without making the other person feel attacked. Tone is as important as the number.
Fix: Keep language collaborative — "hoping," "wondering," "is there flexibility"
Forgetting to get the final agreement in writing
Verbal agreements disappear. Once you reach a number both sides are happy with — salary, bonus, signing bonus, review date, flexible working — confirm every element in the written offer before you sign. "Just to confirm what we agreed..." is a professional and necessary step, not an awkward one.
Fix: Do not sign anything until every agreed element is in the written offer

What to Do When They Say Yes — and When They Say No

When they meet your ask

Say yes clearly and enthusiastically. Thank them. Confirm the full package in writing before you sign. Do not immediately try to push further — you have reached your target, and reopening the conversation risks undermining the goodwill you've built. Close the negotiation decisively and start the relationship well.

When they come back with a partial increase

This is the most common outcome. You asked for £68,000, they offered £55,000, and they've come back at £61,000. You have two real options: accept if it's above your floor and close to your target, or push once more — politely — asking if they can find a little more. "I really appreciate that — could we get to £63,000 and call it done?" is often accepted when the relationship is positive.

Weak response to a partial offer
"Okay, that's fine, I'll take it." — Leaves money on the table and signals you'll accept whatever they offer in future negotiations too.
Strong response to a partial offer
"I really appreciate the movement — could we get to £63,000 and close this out? I'm genuinely excited to get started and I want us both to feel great about this." Then stop talking.

When they genuinely cannot move

Sometimes the answer really is no. Budget is frozen, the role is banded, or the decision is above the hiring manager's authority. If you have pushed professionally and they have held firm, you now have a real choice: accept or decline. Do not let the discomfort of the situation rush you. Take the full time they offer to consider, weigh every element of the package, and make the decision that is right for your career — not the one that ends the awkwardness fastest.

Remember

A company that refuses all negotiation, treats the conversation as inappropriate, or creates genuine discomfort around a professional pay discussion is giving you valuable information about how they operate. Culture shows up in small moments. How an employer handles negotiation is one of them.

Frequently Asked Questions

No — when done professionally and grounded in market data, negotiation signals confidence and self-awareness. Studies consistently show that most hiring managers respect candidates who negotiate. The risk of negotiating professionally is very low. The cost of not negotiating compounds for years. The one exception: making ultimatums, being aggressive, or repeatedly pushing after a firm final answer. Negotiate once or twice, remain collaborative in tone, and accept the outcome gracefully.
You have more leverage than you think. Employers have invested time and resources in selecting you — they do not want to restart the search. Research the market rate for entry-level roles in your field and location, and if the offer is below that range, say so professionally. Lead with your internship results, relevant projects, or skills that differentiate you. A 5–10% ask above the initial offer is reasonable even at graduate level and is rarely refused. What you get now sets the baseline for everything that follows in your career.
In most cases, no — and in some locations, employers are legally prohibited from asking. Your current salary is not their business and it should not be the anchor for your new one. If asked, deflect: "I'd prefer to focus on the market rate for this role and what you have budgeted — what does the range look like?" If they press, you can say: "I'm not comfortable sharing that, but I can tell you my target based on market research is [X]." Never lie — but you are under no obligation to disclose.
Stay calm and professional regardless of how far below market the offer is. "Thank you for the offer — I'm still very interested in the role. However, based on my research, this is significantly below the market rate for this position at this level. I was expecting something closer to [X]. Is there flexibility to move in that direction?" You do not need to say it is a lowball offer — the contrast with your counter makes that clear. Keep the tone matter-of-fact, not offended.
Technically yes, but it is significantly harder and carries more risk to the relationship than negotiating before you accepted. If you expressed enthusiasm verbally but have not signed anything, you can still open a conversation — frame it as having done more research after the call: "After our conversation I looked into this more carefully and I realise I should have raised this then — would there be any room to revisit the number?" The stronger lesson: do not accept verbally until you are genuinely ready to, or until you've had a chance to think. It is always appropriate to say "I'm very excited — can I have 24 hours to review?"

The Bottom Line

Salary negotiation is not confrontation. It is a professional conversation between two parties who both want the same outcome — a hire that works. The employer wants you in the role. You want the role. The only question is where the terms land.

The candidates who get paid what they are worth are not necessarily more qualified than those who don't. They are better prepared. They know their market rate. They negotiate with a specific number grounded in data. They stay collaborative in tone. They treat the whole compensation package as negotiable. And they do not let discomfort stop them from having the conversation.

You now have everything you need: the research process, the timing, the exact scripts, the total compensation framework, and the mistakes to avoid. The only thing left is to use it.

And while you're preparing for interviews and offers, make sure your professional presence works as hard as your negotiation skills. A clean resume link at yourname.tiecv.com — in your email signature, your LinkedIn, and every application — signals the same thing a good negotiation does: that you take your professional presentation seriously. Create your free TieCV page and have a live link ready in under two minutes.