In keeping with the Taoist principle of yin and yang, there is an ebb and flow to the balance of power in the employer-candidate dynamic during different stages of the hiring process. Initially, when an employer is actively seeking candidates, the balance tends to favor the candidate. In the performing arts in particular, the pool of qualified employees is relatively small; employers have to compete for top talent, especially for positions with specialized skills or experience. In most non-profit arts organizations the compensation package is not as competitive as in the private sector, so they have to lean on other intangibles such as mission, leadership, and prestige within the industry to attract candidates.
Once an employer has decided on a candidate and extended the job offer, the balance of power shifts to the employer. At this stage, the employer has chosen a candidate they believe fits the role and organizational needs. As a result, the employer may have more bargaining power to negotiate salary, benefits, and start date.
At the very last stage of the process, the balance can shift back toward the candidate. Employers often feel pressure to close the deal on a candidate they want, particularly if they believe the candidate is a strong fit for the role and organizational culture. Employers invest significant time, resources, and effort into the recruitment process and may be reluctant to restart the hiring process all over again.
We have been conditioned to believe that this is the moment where the candidate should (nay, must!) negotiate their terms of employment, including salary, health benefits, time off, and so forth. However, there are many challenges confronting the candidate if they arrive at this point without a strategy for success.
The most notable challenge is the structural inequity that exists in the workplace. Societal biases and discrimination still play a significant role in negotiation dynamics. Research has shown that individuals from marginalized groups, such as women and people of color are often penalized for assertive negotiation behavior, facing backlash or being perceived as aggressive. People in positions of privilege often have access to resources and connections that empower them to negotiate job offers more effectively. They often have greater financial stability, allowing them to take calculated risks during negotiations without the fear of financial repercussions.
This inequity has spawned the popular phrase "Negotiate like a mediocre white man." The problem is that without a clear strategy for what you want, negotiation just for the sake of the effort is not the best way to start a new career. Some people approach employment negotiations as if they were purchasing a car; haggle to get the best price, and assume the dealer is trying to screw you over. Whether you feel like you got a good deal or not, the stress of the negotiation taints that new car smell.
Recalling the yin and yang of power balance above, if the candidate waits until the last stage to consider a negotiation strategy it will be too late. That stage is very short, and there is a tremendous amount of pressure to make a decision in the moment. Critically, if the employer puts the offer on the table and your answer is "let me think about it," it may send up a red flag, mostly because the employer has no idea at that point what your concerns might be.
Here are 5 steps you should consider when negotiating your employment:
1. Preparation: This step is often overlooked but is crucial for success. It involves understanding your own goals and priorities, researching the organization's capabilities, and gathering relevant information about the history of the position. To the extent possible, all of this preparation should be done before you even apply for the job. For example, is the job new, or replacing an employee who may have worked there for decades? There may be more flexibility on salary for the former because the employer may not have a fixed idea of the value of the position, whereas the employer has a very good idea of the value of a long term employee and the cost of training their replacement.
2. Clarifying interests and priorities: Do you know what you're asking for and why? Are you asking for a higher salary because you need the money or because you think you should? What are the other options for compensation? The average benefit package represents about 20-25% of the value of the total compensation package. If there are benefits you need, what is the value of that in the marketplace and what would it cost you to supplement the package on your own? This step often involves asking probing questions and actively listening to the other party's perspective about what is possible.
3. Building rapport and setting the stage: Establishing a positive relationship with the employer is essential for effective negotiation and can help overcome bias. This involves building trust, showing understanding and asking relevant questions. Some people believe that asking compensation questions during the interview process is too assumptive or aggressive. Most interviewers will ask if you have questions, and this is your chance to gather information and communicate your objectives. Rather than ask "What can I expect to be paid?" you might try "Is there compensation information available that I can review, including a general idea of the salary range as well as benefits?"
4. Generating options and exploring alternatives: Once you have established your priorities and have a good understanding of their capabilities, you can start the negotiation process. The goal for every negotiation should be mutual agreement; after all, this is not a car you're driving off the lot, this is a job you will be at for some time. You both have an interest in coming away from the negotiation with a win-win. Perhaps more vacation is easier for the employer, or perhaps a moving stipend is possible. Decide what is important to you, and decide if it is worth pursuing, or even critical to your ability to accept the position. If the salary is indeed too low, you should be prepared to walk away.
5. Reaching agreement and formalizing the deal: Most larger arts organizations have an HR department that will send a formal offer letter. Make sure that all of the terms that you have negotiated are in that letter. In other words, make the implicit explicit. If you have negotiated a work from home schedule, just know that employers may reserve the right to change your schedule if circumstances change.
It's always delightful when you get that phone call with the job offer. If you are sufficiently prepared to begin the negotiation, start while you're both excited. You are signaling to the employer that you are prepared, that you have visualized yourself in the job, and that you know what your priorities are. Remember to start with an open question, such as "are there options for flexibility on the salary range (or PTO, or moving, etc.)?" There's always the option to take the job as offered; if you're just starting out and you think it's a good offer or can lead to better things, that's OK too.
Act by not acting;
do by not doing.
Enjoy the plain and simple.
Find that greatness in the small.
Take care of difficult problems
while they are still easy;
Do easy things before they become too hard.
Difficult problems are best solved while they are easy.
Great projects are best started while they are small.
The Master never takes on more than she can handle,
which means that she leaves nothing undone.
When an affirmation is given too lightly,
keep your eyes open for trouble ahead.
When something seems too easy,
difficulty is hiding in the details.
The master expects great difficulty,
so the task is always easier than planned.
-Tao Te Ching, Ch. 63*
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*Tao Te Ching, trans J.H. McDonald