> What if a candidate said $110k? Would you still offer them $160k if you felt they were worth that? Or would you take advantage of this newfound information and offer them less than what you thought the job was worth to you?
I will answer from the things that I control, but yes I would offer what I believe their value is to me. The number given to me by a candidate is just the conversation we have to ensure we are in each other's ballpark. If my budget is in range and your performance in the interview is good to excellent you will be getting good to excellent pay in my organization from my say on the matter.
But there are absolutely things I don't control. E.g. my company participates in regional pay adjustments on salary.
Negotiations provided other competing offers are things HR have effectively full control over, at best I can recommend an uplevel for exceptional talent here to keep in budget for a particular role, but this is determined sooner at the evaluations stage.
The process to uplevel may require input from other managers in my org, my manager, and my skip (maybe even my skip's skip which is pretty much C-suite) to approve depending on experience so its an uphill battle even for me to do this.
Lowest friction is to bring you in at the level I have approved and then get you promoted within the year, but this would likely not be ideal for the candidate as on-hire package items would not be adjusted. OTOH, given a certain level of visibility and impact, you would be eligible for special awards and extra bonus pay which would likely exceed the amortized scheduled of an uplevel on its own for a single year.
I will answer from the things that I control, but yes I would offer what I believe their value is to me. The number given to me by a candidate is just the conversation we have to ensure we are in each other's ballpark. If my budget is in range and your performance in the interview is good to excellent you will be getting good to excellent pay in my organization from my say on the matter.
But there are absolutely things I don't control. E.g. my company participates in regional pay adjustments on salary.
Negotiations provided other competing offers are things HR have effectively full control over, at best I can recommend an uplevel for exceptional talent here to keep in budget for a particular role, but this is determined sooner at the evaluations stage.
The process to uplevel may require input from other managers in my org, my manager, and my skip (maybe even my skip's skip which is pretty much C-suite) to approve depending on experience so its an uphill battle even for me to do this.
Lowest friction is to bring you in at the level I have approved and then get you promoted within the year, but this would likely not be ideal for the candidate as on-hire package items would not be adjusted. OTOH, given a certain level of visibility and impact, you would be eligible for special awards and extra bonus pay which would likely exceed the amortized scheduled of an uplevel on its own for a single year.