How to Negotiate Salary: Complete Guide With Scripts

Most people leave tens of thousands of dollars on the table over their career because they never learned to negotiate salary effectively. It's not about being aggressive or pushy—it's about understanding the process and advocating for yourself with preparation and confidence.

I've sat on both sides of salary negotiations. As a candidate, I've negotiated offers that increased compensation by 15-30%. As a hiring manager, I've extended offers and watched candidates either skillfully negotiate or accept the first number without question.

Here's what most people don't realize: companies almost always have room to negotiate. The first offer is rarely the best offer. Hiring managers expect negotiation. They build flexibility into the initial offer specifically because they know candidates will ask for more.

When you don't negotiate, you're not just leaving money on the table for this job—you're setting a lower baseline for every future salary negotiation. Your next job will likely ask about your current salary or use it as a reference point. That initial acceptance of a lower offer compounds over your entire career.

This guide walks through the complete salary negotiation process—research, timing, conversation scripts, handling objections, and what to do when the answer is no. By the end, you'll have a practical framework for negotiating confidently, whether it's a new job offer, a raise at your current role, or a counteroffer situation.

Why People Don't Negotiate (And Why You Should)

Most people avoid salary negotiation for a few predictable reasons. Understanding these helps you push past them.

Fear of losing the offer. This is the most common concern. "What if they rescind the offer because I asked for more?" In reality, this almost never happens. Companies don't invest time interviewing, evaluating, and selecting a candidate only to pull the offer because you asked for $5,000 more. If anything, negotiating signals confidence and business acumen—traits most employers value.

I've never seen a company rescind an offer because someone negotiated professionally. I've seen offers pulled because candidates were combative, unreasonable, or dishonest. But polite, well-researched negotiation? That's expected.

Not wanting to seem greedy or ungrateful. You're excited about the job. You don't want to appear difficult or entitled. But here's the thing—negotiation is standard business practice. Employers negotiate with vendors, clients, and partners constantly. They don't view internal negotiation as greedy; they view it as normal.

Lack of confidence in your value. Imposter syndrome is real. You might think, "I'm lucky they even want to hire me. Who am I to ask for more?" But companies don't hire people out of charity. They hire because you offer value that exceeds your cost. If they made an offer, they believe you're worth it—and probably worth more than they initially offered.

Not knowing how to do it. This is the most fixable barrier. Negotiation is a learnable skill, not an innate talent. You don't need to be naturally assertive or comfortable with confrontation. You just need a framework and practice.

Step 1: Research Your Market Value

You can't negotiate effectively without knowing what you're worth. This requires research—not guessing, not hoping, actual data.

Start with salary data websites. Glassdoor, Levels.fyi, Payscale, and Salary.com all provide salary ranges for specific roles in specific locations. Look for your exact job title in your specific city. A software engineer in San Francisco earns very differently than one in Austin or Miami.

Don't just look at the average—understand the range. What's the 25th percentile? The median? The 75th percentile? Where do you fall based on your experience, skills, and the company size?

Talk to people in your industry. This is often more valuable than online data. Reach out to former colleagues, people in similar roles, industry contacts. Ask about typical salary ranges, not their specific salary (which can feel invasive). Most people are willing to share general ranges.

"I'm interviewing for a senior marketing role at a mid-sized tech company. From your experience, what's a reasonable salary range for that type of position?" This question gets you real-world context without asking someone to disclose personal information.

Consider the total compensation package. Salary is just one piece. Factor in bonuses, equity, 401k match, health insurance quality, PTO, remote work flexibility, professional development budgets, and other benefits. Sometimes a lower salary with strong equity or excellent benefits is worth more than a higher salary alone.

When I was evaluating a startup offer against a corporate role, the startup's salary was $15,000 lower. But the equity package, if the company succeeded, could be worth significantly more. I negotiated a slightly higher base salary at the startup while keeping the equity intact—best of both worlds.

Factor in your specific situation. General market data gives you a baseline, but adjust for your specifics. Do you have rare skills? Specialized experience? Certifications? A track record of measurable results? These increase your value above the baseline.

Conversely, if you're transitioning industries, switching to a role where you're less experienced, or joining a company in financial difficulty, you might land below the median. That's fine—know where you stand and negotiate from there.

Step 2: Timing Your Negotiation

When you negotiate matters as much as how you negotiate. Get the timing wrong and you lose leverage.

For new job offers: Wait for the written offer. Don't negotiate in early interviews when they ask about salary expectations. Don't negotiate after the verbal offer but before the written one. Wait until you have documentation.

Why? Because all your leverage exists after they've decided they want you and committed it to writing. Before that, you're one candidate among many. After a written offer, you're the chosen candidate and they've invested significant time and energy. They don't want to start the search over.

When recruiters ask about salary expectations early in the process, deflect politely: "I'm more focused on finding the right fit right now. Once we're both confident this is a good match, I'm sure we can find a compensation package that works for everyone."

If pressed, give a wide range based on your research: "Based on my research for this type of role, I've seen ranges from $85,000 to $110,000, depending on the specifics of the position and total compensation package. I'm flexible within that range for the right opportunity."

For raises at your current job: Timing matters enormously. Don't ask for a raise when the company just announced layoffs or budget cuts. Don't ask right after you made a major mistake or missed a deadline. Do ask after you've delivered significant results, completed a major project, or taken on substantial new responsibilities.

Annual review cycles are natural opportunities, but don't wait if your contribution justifies it. I've successfully negotiated raises mid-cycle by building a strong case around measurable impact.

Give yourself time to respond. When you receive an offer, don't feel pressured to decide immediately. "I'm excited about this opportunity. Can I have a few days to review everything and get back to you?" This is perfectly reasonable and expected.

Use that time to research, prepare your negotiation strategy, and consult trusted advisors. Most companies give you at least a week. If they pressure you for an immediate answer, that's a red flag about their culture.

Step 3: The Negotiation Conversation

This is where preparation meets execution. Here's how to structure the actual conversation.

Start with enthusiasm. Before discussing numbers, express genuine excitement about the role and company. You want them to know you're interested—this gives you room to negotiate without them questioning your commitment.

"Thank you so much for the offer. I'm really excited about this role and the opportunity to contribute to [specific aspect of the job you care about]. After reviewing everything, I'd like to discuss the compensation package."

Present your case with data. Don't just ask for more—explain why. Reference your research, your experience, and the value you bring.

"Based on my research using Glassdoor and conversations with people in similar roles, the market rate for this position in [city] is typically between $95,000 and $110,000. Given my [X years of experience / specific skills / track record of results], I was expecting something in the range of $100,000 to $105,000. Is there flexibility in the current offer to move closer to that range?"

Notice the structure: data first, then your specific request, then an open question. You're not demanding—you're opening a discussion.

Real script examples that work:

For new job offers:
"I appreciate the offer of $85,000. I'm genuinely excited about joining the team. Based on my research and the specialized experience I'm bringing with [specific skill], I was hoping we could get closer to $92,000. Is there room to adjust the base salary?"

For internal raises:
"I wanted to discuss my compensation. Over the past year, I've [specific achievement with measurable results]. I've taken on [additional responsibilities], and my contributions have directly impacted [business outcome]. Based on market rates for someone at my level with these results, I believe a salary adjustment to $X is appropriate. What would it take to make that happen?"

If they can't move on base salary:
"I understand there are constraints on base salary. Are there other components we could adjust? Perhaps a signing bonus, additional PTO, an earlier first review, or a larger equity grant?"

Silence is your friend. After you make your ask, stop talking. Don't fill the silence with justifications or backpedaling. Present your case, ask the question, then wait for their response. The first person to speak often concedes.

I've watched candidates undermine their own negotiation by immediately following up their request with "But if that's not possible, I understand" or "I know that might be too much." Make your case, then wait.

Step 4: Handling Common Responses

Here's how to navigate the most common replies you'll get during negotiation.

"This is our final offer."

This is often an opening position, not a true final offer. Test it gently.

"I understand. Before I make a decision, can you help me understand the thinking behind this number? I want to make sure I'm evaluating the total package correctly."

Sometimes this opens a conversation about other components. Other times it reveals real constraints. Either way, you get more information.

"What's your current salary?"

In many states, this question is now illegal, but some companies still ask. Deflect when possible.

"I'd prefer to focus on the value I can bring to this role rather than what I'm currently making. Based on my research, the market rate for this position is [range]. That's what I'm targeting."

If absolutely pressed and in a state where it's legal to ask, you can give a range that includes total compensation (salary + bonus + value of benefits), not just base salary.

"We need to stay within budget."

Budgets have flexibility. The question is whether they're willing to use it for you.

"I completely understand budget constraints. What would it take to adjust the budget for someone who brings [your specific value]? Or are there non-salary components we could enhance instead?"

"You don't have enough experience for that salary."

Counter with specific examples of your impact, not just years of experience.

"I understand experience matters. Let me share some specific results I've delivered: [concrete example with metrics]. While I may have fewer years in the industry, I've demonstrated I can deliver outcomes at this level. Would it make sense to start at a slightly higher base with a review after six months to reassess?"

"We can't go higher right now, but we'll revisit in your first review."

Get this in writing with specifics.

"I appreciate that. Can we put that in writing? Specifically, a guaranteed review at [6 months] with a potential adjustment to $X if I'm meeting or exceeding expectations? I want to make sure we're aligned on that timeline."

Verbal promises without documentation are worthless. Companies change, managers leave, budgets shift. Get commitments in writing.

Step 5: Negotiating Beyond Base Salary

If base salary won't budge, these components often have more flexibility.

Signing bonus. One-time payments are easier for companies to approve than permanent base salary increases. "If there's not flexibility in base salary, would the company consider a signing bonus to help bridge the gap?"

Performance bonus. If the base salary is fixed, negotiate a higher bonus percentage or clearer performance metrics. "Could we increase the annual bonus target from 10% to 15%?"

Equity. For startups and public companies, equity can be significant. Understand what you're getting (stock options vs. RSUs), the vesting schedule, and the strike price or current value. "The salary works, but I'd like to discuss increasing the equity grant given the stage of the company."

Paid time off. An extra week of PTO can be worth $2,000-$4,000 depending on your salary, and it's often easier to negotiate than cash. "Would it be possible to start with three weeks of PTO instead of two?"

Remote work flexibility. If the role isn't fully remote, negotiate days from home. This has real financial value when you factor in commute costs and time.

Professional development budget. Conferences, certifications, courses—these investments in your growth have long-term value. "Could we include a $3,000 annual professional development budget?"

Earlier review cycle. Standard might be annual reviews. Negotiate for a six-month check-in with potential for adjustment. "I'd like to propose a review at six months to revisit compensation based on my contributions."

Title. Sometimes a better title provides leverage for your next role even if it doesn't come with more money now. A "Senior" prefix or "Lead" designation can be meaningful.

When to Walk Away

Not every negotiation ends successfully. Sometimes the gap is too wide, sometimes the company truly can't move, sometimes you realize the role isn't worth it at any price.

Know your walk-away number before you start. What's the minimum you'd accept? What's your BATNA (Best Alternative To a Negotiated Agreement)? If you have other offers or are happy in your current role, you have more leverage to walk.

If the final offer doesn't meet your minimum, it's okay to decline professionally: "I really appreciate the time you've invested in this process. After careful consideration, I don't think the compensation aligns with my current needs. I hope we can work together in the future."

Don't burn bridges. Industries are small. The hiring manager you decline today might be at your dream company in two years. Stay professional even when walking away.

Sometimes walking away brings them back. I've seen companies return with improved offers after a candidate declined. Not always, but sometimes the threat of losing you triggers a reconsideration of their "final" offer.

Don't use this as a tactic—only walk away if you're genuinely prepared to not take the job. But know that sometimes declining respectfully opens the door to a better conversation.

Special Situations

Negotiating a raise at your current job. You need a stronger case than external candidates. Document your contributions, measurable results, expanded responsibilities, and market data showing you're underpaid.

Schedule a specific meeting—don't bring it up casually. Present your case professionally: "I'd like to discuss my compensation. Over the past year, I've [specific achievements]. Based on market research, people in similar roles with my experience are typically earning [range]. I'd like to discuss bringing my salary to $X. What would need to happen to make that possible?"

If they say no, ask what success looks like for a future yes: "I understand. What would I need to demonstrate over the next six months to have this conversation again with a different outcome?"

Handling counteroffers when you're leaving. Your current employer offers more money to keep you. Should you take it?

Usually no. Research shows 70-80% of people who accept counteroffers leave within a year anyway. The fundamental issues that made you want to leave—culture, growth, leadership—rarely get solved with more money.

Plus, you've now signaled you're willing to leave. You might get kept around until they find your replacement. Trust is damaged.

Only consider a counteroffer if the money was truly the only reason you were leaving. If you were also leaving because of culture, growth opportunities, leadership issues, or work-life balance, more money won't fix those problems.

Negotiating with multiple offers. If you have competing offers, use them as leverage—but carefully. Don't lie or exaggerate. Do be transparent that you're considering other opportunities.

"I want to be upfront—I do have another offer I'm considering, but your role aligns better with my long-term goals. If we could get closer to $95,000, this would be a clear decision for me. Is that something we can explore?"

This creates urgency without being manipulative. Most companies will move faster and try harder if they know you have alternatives.

Common Mistakes to Avoid

Negotiating before you have the offer. Don't discuss specific numbers in early interviews. Don't make demands before they've decided they want you. All leverage comes after the offer is extended.

Accepting immediately. Even if the offer exceeds your expectations, pause. Review everything. Ask for time. You can always accept later, but you can't un-accept and renegotiate.

Making it personal. "I need this salary because I have student loans" is less effective than "Based on market data and my experience, I believe $90,000 is appropriate for this role." Your personal financial situation isn't the employer's problem—your professional value is what matters.

Being apologetic. "I'm sorry to ask, but..." or "I hate to bring this up, but..." undermines your position. You don't need to apologize for negotiating. It's expected professional behavior.

Negotiating via email initially. Have the first negotiation conversation by phone or in person if possible. Email removes tone and nuance, making it easier for both sides to misinterpret intent. You can follow up in writing to confirm agreements.

Lying about other offers. Don't invent competing offers or exaggerate numbers. These lies get discovered and destroy trust. If you don't have other offers, that's fine—negotiate based on your value and market research, not fictional alternatives.

Focusing only on salary. Total compensation includes many valuable components beyond base pay. Sometimes negotiating PTO, equity, or professional development creates more value than a small salary bump.

After the Negotiation

Once you've reached agreement, get everything in writing. A verbal offer isn't final until it's documented. Review the written offer carefully to ensure all negotiated terms are included—salary, bonus structure, equity, PTO, review timeline, everything discussed.

If something's missing, address it immediately: "I noticed the signing bonus we discussed isn't mentioned in the written offer. Can we update that to reflect the $8,000 we agreed on?"

Don't feel guilty about negotiating successfully. You didn't take advantage of anyone—you advocated for fair compensation based on your value. Companies expect this and respect it.

Finally, start strong in the role. Justify the investment they made in you. Deliver results, exceed expectations, and build a case for your next raise or promotion. Negotiation isn't a one-time event—it's an ongoing conversation about the value you bring.

Final Thoughts

Salary negotiation feels uncomfortable because most of us aren't taught how to do it. We're told to be grateful for opportunities, not to advocate for ourselves. But negotiation is standard business practice. Companies negotiate constantly—with vendors, clients, partners. They expect employees to negotiate too.

The key is approaching it professionally, not personally. You're not asking for charity or special treatment. You're discussing fair market value for the skills and experience you bring. That's a business conversation, not a confrontation.

Do your research. Know your worth. Wait for the offer. Negotiate professionally. Be willing to walk away if the gap is too wide. These aren't aggressive tactics—they're basic professional skills that will serve you throughout your career.

One conversation can be worth tens of thousands of dollars this year and hundreds of thousands over your career. That's worth 30 minutes of discomfort.

Companies respect candidates who know their value and can articulate it confidently. If anything, professional negotiation strengthens the relationship—it shows you're thoughtful, well-prepared, and capable of having difficult business conversations. Those are exactly the qualities employers want in their team.

So next time you get an offer, don't accept immediately. Pause, research, prepare, and negotiate. You've earned it.