I'm a bootstrapped entrepreneur CEO with ~30 employees in my company now, growing quickly, expect to have ~60 in next 12 months.
I am not so interested in previous salary. Rather, I always directly ask "what is your salary requirement". I think it is good business sense to not underpay what people think they require, though sometimes this means we must pass on what could otherwise be good employees, so requesting moonshot salaries is definitely a filter for us.
Furthermore, when I ask applicants their requirement, if they just deliver a number to me using logic that does not include salary levels at previous jobs to justify, then I evaluate how close it is to my budget target for the position, and if feasible, I make an offer at that requested level.
However, if the applicant uses a previous salary to justify their current salary requirement, and it's a lot higher than I expected or had targeted for the position, I have on a few occasions offered jobs with compensation to match previous salaries, so long as applicant proves to my HR they are not lying about the salary.
So far, all offers I’ve made predicated on proving their salary claims, my HR has proven the applicants were lying to significant degree, except for one person. Those that were caught lying had job offers rescinded. The one person that wasn't lying only lasted 90 days because he clearly couldn’t add value to justify.
From my point of view, the best strategy for negotiating a higher salary is to get in front of a person that cares if you can help them make them more money than it costs to pay you, regardless of your previous salary (an HR manager is usually not the person that cares about this). Then present a clear vision to them for how you will deliver that added value.
If you are asking me to start a negotiation and I give too high a number for your tastes, that isn't my fault, it's your fault for not just offering what I'm worth to you. How am I supposed to know what you consider to be a moonshot?
Above a certain point, and most programming jobs are above that point, there is no fixed position with a fixed value. The right person in the right place can easily be worth 2x or more than originally anticipated for an opening. There's no way to predict that in advance, so at best the employer could give an ideal range and let candidates demonstrate their value if they want to exceed the range.
One of the things I've always tried to be aware of is how much value I add to a business. Dollar figures help most, but some places are wary of giving developers that knowledge, though it's usually not difficult to work out. This has helped guide my salary requests in a way that I hope is fair for all parties; rising tides lifting all boats, and that sort of thing.
I am not so interested in previous salary. Rather, I always directly ask "what is your salary requirement". I think it is good business sense to not underpay what people think they require, though sometimes this means we must pass on what could otherwise be good employees, so requesting moonshot salaries is definitely a filter for us.
Furthermore, when I ask applicants their requirement, if they just deliver a number to me using logic that does not include salary levels at previous jobs to justify, then I evaluate how close it is to my budget target for the position, and if feasible, I make an offer at that requested level.
However, if the applicant uses a previous salary to justify their current salary requirement, and it's a lot higher than I expected or had targeted for the position, I have on a few occasions offered jobs with compensation to match previous salaries, so long as applicant proves to my HR they are not lying about the salary.
So far, all offers I’ve made predicated on proving their salary claims, my HR has proven the applicants were lying to significant degree, except for one person. Those that were caught lying had job offers rescinded. The one person that wasn't lying only lasted 90 days because he clearly couldn’t add value to justify.
From my point of view, the best strategy for negotiating a higher salary is to get in front of a person that cares if you can help them make them more money than it costs to pay you, regardless of your previous salary (an HR manager is usually not the person that cares about this). Then present a clear vision to them for how you will deliver that added value.