How to Negotiate Salary: A Step-by-Step Guide to Getting Paid More

Most job seekers who ask for more money get at least part of what they request. According to data cited by Harvard Business School Online, 87% of professionals who negotiated received some portion of their ask, yet a Fidelity Investments survey found that 58% of young professionals accepted a job offer without negotiating at all.

That gap is the reason career advisers keep repeating the same advice: staying silent on pay has a measurable cost. The steps below are drawn from Harvard Business School Online, the Society for Human Resource Management (SHRM), and staffing firm Robert Half.

Step 1: Research the market rate before saying a number

Harvard Business School Online recommends checking several sources before negotiating, including the U.S. Bureau of Labor Statistics, Salary.com, PayScale, Zippia, and Glassdoor, because pay for the same title can vary by location, industry, and company size. SHRM president and CEO Johnny C. Taylor Jr. advises candidates to set their expectations around the value of their skills and experience in the current market, rather than around what they currently earn or simply wish to make.

Robert Half adds a timing rule: wait for a written offer before negotiating. Raising pay expectations too early, before an employer has committed to an offer, weakens a candidate's leverage because there is nothing concrete yet to negotiate against.

Step 2: Build a case with evidence, not just a request

SHRM's guidance says candidates should show employers concrete examples of the value they would add to the organization, beyond what already appears on a résumé, by connecting past results to the specific job. Harvard Business School Online frames this as linking accomplishments to measurable business impact, such as cost reductions, efficiency gains, or revenue contributions, rather than describing skills in general terms.

Robert Half recommends the same approach when countering an offer: instead of simply naming a higher figure, candidates should detail the specific strengths and track record an employer would be getting for that pay.

Step 3: Set a target range, not a single number

Harvard Business School Online advises defining a baseline figure (the minimum a candidate will accept) and a stretch goal (an ambitious but realistic target) before any conversation starts. The same source cites Harvard Business School professor Max Bazerman's research suggesting there can be an advantage to being the one who names a number first, anchoring the discussion, though candidates should still be ready to justify that figure with research.

Step 4: Look at the whole compensation package, not only base pay

All three sources stress that base salary is only one part of an offer. SHRM points to benefits such as healthcare cost-sharing, vacation days, education assistance, student loan repayment support, childcare benefits, and transportation reimbursement as areas where an employer may have flexibility even if base pay is fixed. Robert Half lists flexible work arrangements, additional paid time off, signing bonuses, and professional development budgets as common trade-offs. Harvard Business School Online frames this as negotiating elements beyond salary when there is limited room on the base number itself.

Step 5: Know how many rounds to negotiate, and when to stop

SHRM's Taylor advises limiting counteroffers to no more than two rounds, warning that excessive back-and-forth can strain the relationship with a new employer before the job even starts. Robert Half echoes this, advising candidates to recognize when negotiations have reached their limit after one or two counters, since prolonged discussion can damage goodwill.

If an employer states plainly that it cannot move on salary or benefits, SHRM's guidance is to stop pushing and instead weigh non-monetary factors — work environment, company culture, advancement potential, and commute — before deciding whether to accept.

Step 6: Get the final terms in writing

Robert Half recommends confirming every agreed term in writing before accepting an offer, including salary, title, responsibilities, additional perks, and the timeline for the next performance or pay review. It also lists common mistakes to avoid: negotiating before a formal offer exists, making vague or emotion-based requests, countering more than a couple of times, and asking to reopen pay discussions after already accepting an offer.