In the high-stakes world of tech recruitment, getting “yes” from top candidates is just half the battle. When the conversation turns to compensation, actual testing usually begins. Negotiating with elite technologists is not like any other salary discussion. These candidates are permanently needed, they know their value, and they expect the compensation package to reflect their expertise.
This moment was filled with tension for recruiters and hiring managers. Going too low, you risk insulting the candidate and losing it to your competitors. Without strategy it gets too high, you can limit your budget and set tough precedents.
Navigating this conversation successfully requires more than just budgeting; it requires preparation, strategy and a deep understanding of what really motivates the highest performance. This is a script for you to master the art of trading.
Phase 1: Homework – Preparation is everything
Never enter the negotiations. Top candidates can find ignorant quotes from a mile away. You need to do your homework before even considering making an offer.
- Master market data: You need to understand the competitive landscape inside and outside. Reliable, latest sources Levels.fyi,,,,, payscaleand industry-specific reports for benchmark salaries. Don’t just look at the basic salary; analyze the complete picture – Competitive companies similar roles to Bons, equity and signature incentives.
- Understand “Total Compensation”: For senior technical personnel, basic salary is usually only part of the problem. Equity (stock options or RSU) can be an important part of its long-term wealth. Be prepared to clearly explain your company’s equity plan: stock quantity, strike price, attribution timeline and company’s current valuation.
- Define your non-commodity and leverage: Work with finance and leadership to create a clear, pre-approved payroll belt for the position. More importantly, determine your “leverage”. If you can’t raise too much at the price of your base salary, what else can you offer? This could be a larger equity grant, one-time signing bonus, guaranteed annual bonus, flexible work arrangements or professional development budget. Knowing your flexibility will prevent crazy last-minute approvals.
Phase 2: Dialogue – Action Strategy
Once you have data and strategies, it’s time to participate. The tone and method of this conversation can reach or break a deal.
- Let them go first (if possible): The classic negotiation strategy is to name the other party first as their phone number. Professional inquiry questions: “What are your salary expectations for this role based on your experience and market?” Their answer is crucial data. If it’s in your band, that’s great. If it’s roughly the moment above, it will have a conversation about how they reach this number and let you gently reset expectations through market data.
- Full of confidence: If you have to make your first offer, be confident. Use your offer as a carefully studied package to reflect the market value of their skills and roles. Think of it as “as the strongest quote based on the information you have”. This indicates that the number is intentional, not arbitrary.
- Focus on value, not just budget: Conduct conversations around the potential impact of candidates on the company. Link their compensation to the value they will bring. For example: “We think you are a key leader in developing the next generation of platforms, and this compensation program reflects this level of responsibility.”
- More than you said: Stop talking after making an offer. Have the candidate deal with it and respond. Their initial reactions and the questions they ask will tell you what you need to know about them. Are they focused on basic wages? Are they asking profound questions about fairness? Do they care about interests? Listen carefully to their priorities.
Phase 3: Handle objections and end transactions
Top candidates almost always negotiate. Expect it, don’t accept it in person. This is where you prepare for it.
- counter: Don’t give your knees “no” when the candidate comes back with protesters. Ask them to take you through their reasoning. Often, they have competitive offers or specific data points. This is your chance to use leverage. You might say, “I can’t get a basic salary, but I can increase the signing bonus to bridge the gap in my first year and we can provide a performance review within six months.”
- Equity diving: Prepare for complex issues about fairness. Candidates will want to know about dilution, refresh grants and potential exit scenarios. Having a financial leader or senior executive in the conversation can add to a huge credibility.
- Beyond Money: Sometimes stickiness is not money. Candidates may be negotiating better titles, more flexible schedules, or specific leadership projects. If these non-monetary requests are feasible and do not disrupt the team structure, they may be the most cost-effective way to complete the transaction.
Golden Rule: Retaining Relationships
Throughout the process, your goal is to make candidates feel valued and respected even if you can’t meet every requirement of them. The world of technology is small, and your reputation is everything.
Always be transparent about what you can and can’t do. The candidate will respect an honest explanation of salary bands or internal equity rather than a vague or avoidant answer. End every conversation with positive and professional notes.
Ultimately, successful negotiations are not about winning or losing. It’s about finding a middle ground where world-class candidates feel really excited to join your team and that the company is confident in its investment. By turning your mindset from confrontation to partnerships, you will be more likely to sign up for talent that will impact your business’s future.
