Salary expectations questions – How should you answer them? (2020)

How to Answer “Salary Expectations”

• Many advocate not giving a number first; let the employer anchor and then negotiate up if possible.
• Others prefer stating a firm number or range early to avoid wasting time if bands don’t overlap.
• Some say to state what you want (or need to live comfortably) rather than what you currently earn.
• Several warn never to reveal past salary unless it was well above market; it’s seen as a trap that caps you.

Recruiters’ Incentives and Behavior

• Third‑party recruiters get paid on successful, lasting placements and a percentage of salary, so in theory they want you placed and paid well.
• Multiple commenters note the stronger incentive is “close quickly and maintain client relationship,” not maximize your pay; a small commission delta isn’t worth risking a lost placement.
• There is disagreement over how much they will actually push for higher comp in practice.

Negotiation Tactics and Anecdotes

• Multiple stories of huge jumps (e.g., 90k → 250k → 400k+) by refusing to name expectations, waiting for offers, then asking for more or leveraging competing offers / unvested equity.
• Others report the opposite: offers always near expectations, no upward movement, or rescinded offers after mild negotiation in the current weak market.
• Advice recurs: don’t lie about prior salary; use competing offers, strong project stories, or explicit value instead.

Market Conditions and Leverage

• Several note today’s market (post‑2022) is much tougher: fewer offers, rescinded negotiations, and less room to push.
• Some argue vertical movement is rare and titles often change without real advancement; others counter that big‑tech promotions to high comp levels are common for a minority.

Location, Remote Work, and Pay Levels

• Debate over whether hiring in lower‑cost regions (e.g., Poland, Warsaw) is primarily about cheap labor vs. accessing talent.
• Strong disagreement on location‑based pay for remote roles: some call it pure supply/demand; others call it exploitation and a red flag.
• Americans paying US‑level rates in Europe are prized; some seek non–location‑adjusted US contracts but are warned about time‑zone and leverage issues.

Comp Structure: Salary, Bonuses, Equity

• Some hiring managers say they always pay the band maximum but still ask expectations to “position” offers and sell non‑salary aspects (remote, hours, title, equity).
• Opinions diverge on bonuses: company‑wide vs. individual, and whether they are a good way to reward outsized contribution.
• Equity at startups is widely viewed as statistically low value for ICs compared to big‑tech or trading compensation.

Legal/Privacy and Data Sources

• Several mention salary‑history bans in parts of the US; asking “current salary” may be illegal in some jurisdictions, but “expectations” is still allowed.
• Background‑check products (e.g., salary databases from payroll providers/credit bureaus) let employers verify past pay; this makes lying risky.
• Opting out is possible but can complicate future credit / large purchases.

Attitudes Toward the “Salary Game”

• Many see the whole process as adversarial and “stupid,” with employers hiding budgets and employees trying to avoid underselling themselves.
• Some hiring managers dislike overly aggressive negotiators and will walk away if candidates behave as if it’s a high‑stakes geopolitical negotiation.
• A recurring theme: know your minimums, factor in non‑salary costs/benefits (commute, housing, risk, WLB), and be willing to walk from lowball or opaque employers.