How to browse job opportunities today

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By Jeff Altman, Big Game Hunter

Negotiation is always a balancing act between what you want and what the employer thinks of you. While these principles haven’t changed much in 25 years, the job market certainly has. Pay transparency laws, online salary data and changing workplace norms mean the way you negotiate is more important than ever.

There are still two main approaches to negotiation, and each has its place.

1. Direct method

This is straightforward style: you openly state what you want.

The advantage of this approach is clarity. Employers know exactly where you stand, and you can quickly tell whether they’re serious about meeting your requirements. This approach works especially well in senior roles where your value is clear, your track record is established, and the company is courting you.

But it can also get you into trouble. Once you’ve revealed your cards, you can leave the money on the table if they’re willing to offer more, or you can make an offer before they see your full value.

2. “Best Offer” Method

The second approach is more cautious. Instead of naming a number, say this:

This again puts pressure on employers. They are forced to reveal how much they value you rather than negotiate based on your phone number. It creates anxiety for them and leverage for you.

However, this is a risk. Some employers may interpret this as avoidance or uncooperation, especially in positions where teamwork and transparency are valued. However, it can be a very effective strategy for highly specialized, senior, or hard-to-fill positions.

Which method is most effective?

It depends on the role, the organization and your influence.

Professional talent pool (Think AI researchers, aerospace engineers, or top software architects) can effectively use the “best offer” strategy. Employers know the market is weak and are prepared to compete.
Broad talent pool (Accounting, Operations, Middle Management) Prefer a direct approach. Companies often have multiple qualified candidates, and appearing too cautious can backfire.

Your achievements also play a huge role. The stronger and more visible your accomplishments are, the stronger your negotiating power will be.

A real world example

A few years ago, a candidate I worked with applied to JPL. He was selected out of 6,000 applicants. His resume tells the story of a consistently distinguished career.

Because the talent pool suitable for his skill set is so narrow, he has a lot of leverage in negotiations. JPL knows what they need and the cost of missing out. This dynamic has not changed today—if anything, it is even more pronounced in certain industries where demand for highly skilled talent exceeds supply.

Contrast this with broader fields such as accounting or general management. Employers out there may be balancing dozens of excellent candidates. Their goal is to hire the best talent with minimal risk and cost, while ensuring that person doesn’t quickly jump to a competitor.

Recruiter Advantages

When you are represented by a recruiter, the whole dynamic changes. A good recruiter will defuse tensions in negotiations and protect both parties’ egos from being hurt.

You don’t have to risk your new relationship with your future boss going sour.
Recruiters can go the extra mile without compromising trust.
Both parties focus on fit and opportunity rather than focusing on money.

When you negotiate directly, you have a responsibility to balance assertiveness with diplomacy. Push too hard and you risk resentment later. Be too weak and you’ll underestimate yourself.

Example of “Phil”

I once represented a candidate—let’s call him Phil—who refused to say what he wanted. We know his current salary, but whenever asked about expectations, he said, “Tell them to make a good offer and I’ll consider it.”

As his recruiter, this drives me crazy. The employer wanted a number, but we had nothing to offer. Ultimately, one client came up with an offer that was about $25,000 above his current salary. His reaction? “Good starting point. That’s what it takes.”

That’s just his style – he wants to make sure he’s serious before revealing his true expectations. It was risky, but for him, it worked.

Today’s market negotiations

Here are the differences now compared to when I first wrote this article decades ago:

Pay Transparency: More states and countries now require employers to publish salary ranges. This gives you more data and leverage, but also less wiggle room if the release is narrow.
Online salary data: Tools like Glassdoor, Levels.fyi, and Payscale have demystified compensation. Employers know you’ve done your homework. You should assume they did their thing too.
Working remotely: Geographic pay disparities continue to evolve. Some companies will pay San Francisco rates no matter where you live; others offer discounts targeting lower-cost markets. If remote working is on the table, be prepared to address it.
Multiple offers: In a competitive market, the best candidates often juggle multiple offers. This is leverage if you do it right. If used incorrectly, it can appear arrogant.

bottom line

There is no single “right” way to negotiate. The correct approach depends on:

your leverage (Professional skills, good track record, competitive quote).
employer needs (Emergency Hire vs. “Nice to Have”).
background (Salary transparency, market competition, company culture).

No matter which path you choose, remember: the goal is not to “win.” This is about reaching an agreement that both you and the employer feel good about. If negotiations leave one party dissatisfied, the beginning of the relationship is already in jeopardy.

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